3. We identified 5 leading
attributes of top performers
“Top performance” can be defined
differently by different people. In the
most generic sense, based on our
research, top performers have well-
rounded personalities. They are quick
learners, personable, helpful and
efficient in their day-to-day work. But
they also go beyond what is required
of them, work well with others and
communicate effectively. They listen to
others, are open to feedback and criticism
and have a strong desire to learn.
For the purposes of this study, we
conducted intensive one-on-one
interviews with hiring managers
about the people on their teams,
asking them to identify the top
performers and the attributes most
associated with them. To identify
the value of these attributes at
scale, we surveyed 1,000 more hiring
managers to pinpoint the most important
attributes that indicate top performance.
Think about the most impressive top performer you’ve worked
with at your current company or a previous company. What is
the #1 attribute this person exemplified?
Problem solving
Drive
Self-direction
Strategic thinking
Initiative
Communication
Adaptability
36%
33%
29%
28%
27%
24%
21%
21%
19%
17%
13%
12%
Passion
Ownership
Collaboration
Coachability
Influence
Source: Indeed employer study conducted by Decipher/FocusVision (Base: all respondents, N=1000) 3
5. Source: Indeed employer study conducted by Decipher/
FocusVision (Base: all respondents, N=1000)
Hiring managers believe some
of these traits are innate and
others have to be learned
Employers surveyed are more likely to believe drive, self-direction and initiative are innate
traits identified in top performers, while problem solving and strategic thinking are more
likely to be gained through experience.
Which attributes do you believe are innate traits, and which ones
do you believe can be mostly picked up on the job?
Passion
71% 29%
62% 38%
50% 50%
69% 31%
56% 44%
47% 53%
68% 32%
54% 46%
44% 56%
64% 36%
53% 47%
41% 59%
0 25 50 75 100
Intellectual curiosity
Adaptability
Coachability
Drive
Initiative
Strategic thinking
Communication
Self-direction
Ownership
Problem solving
Collaboration
Innate Learned
5
7. 76%
look at new jobs monthly
Based on our findings, three of the top five
attributes of top performance (drive, self-
direction and initiative) indicate an innate
bias to action. This would suggest top
performers are more likely to take an action
to find a job, rather than wait to be pursued
by a recruiter. Our research confirmed this
idea by revealing more people are active
in their job search today. This includes top
performers, who are equally active.
All job seekers
Top performers
Almost all top performers actively
seek new career opportunities
91%
say they look for job
opportunities at least a few
times a year
92%
say they look for job
opportunities at least a few
times a year
77%
look at new jobs monthly
Source: Indeed job seeker study conducted by Decipher/FocusVision (Base: employed adults, N1=2,678;
employed adults self-identifying as being recognized for top performer attributes, N2=1,805) 7
8. Prior to being hired at your current job, which actions
did you take to look for job opportunities?
Visiting an online job site is the #1 job
search activity for top performers hired
55%
45%
25%
Visited online job sites
Looked at job opportunities on company career websites
Visited an online professional networking site
54%
22%
48%
35%
19%
Subscribed to job alerts or notifications from online job sites
Attended a career fair
Used a mobile job search app
Asked friends/family for a referral
Accepted help from a recruiter
of top performers hired within the past year took an action to
find a job 6 months prior to being hired. The majority of them
used online job sites to find opportunity.96%
Source: Indeed job seeker study conducted by Decipher/w (Base: employed adults recently hired
and self-identifying as being recognized for top performer attributes, N=461) 8
9. Top performers are more confident in
the jobs they find themselves, rather
than jobs presented by a recruiter
62%
56%
“I would feel more confident a job
is the right fit for me when I pick
the company and apply rather than
being contacted by an external
party for the position.”
“I think I would be more
successful in a job I found and
got on my own versus a job
which I got through an external
party (friend, recruiter, etc).”
Agree Agree
Source: Indeed job seeker study conducted by Decipher/FocusVision (Base: employed
adults self-identifying as being recognized for top performer attributes, N=1,805) 9
10. Aside from pay and benefits, most top
performers choose a job based on
work/life balance and location
Good life/work balance
51%
42%
25%
22%
12%
Source: Indeed job seeker study conducted by Decipher/FocusVision (Base: employed
adults self-identifying as being recognized for top performer attributes, N=1,805)
Good location
Other perks such as fitness benefits, commuter benefits, etc.
Clear path for advancement
Company mission/reputation
Other than competitive pay and health benefits, which
of the following would most attract you to a new job?
10
11. Top performers are more likely than
others to choose a new job based
on company reputation and more
challenging work
They are more likely to be attracted by:
46%
47%
29%
Better work/team
environment
Better company
reputation
More interesting,
challenging work
And they’re 10% less likely to be attracted to a
new job for better compensation or benefits
14%
Better work/life
balance
Source: Indeed job seeker study conducted by Decipher/FocusVision (Base: employed adults
self-identifying as being recognized for top performer attributes, N=1,805) 11
They are more likely to
be attracted by:
12. Optimize inbound sources to reach more quality candidates
Our research shows more people are using inbound channels to search
for jobs and get hired, including top performers. To find more people with
top performer attributes, optimize the recruitment channels they use most
to search for jobs: online job sites, email notifications and mobile.
Use your employer brand to appeal to top performers
Top talent are more likely than others to accept a new job for more challenging work, work/
life balance and a positive work environment. If these leading motivators align with your
employer brand, integrate them into your job content, career site and recruiting process.
Make it easy for top talent to apply to your jobs
Many companies work hard to inspire talented applicants, only to turn
them off during the application process. To avoid eliminating potentially
transformational candidates early in the recruiting process, ensure your
apply process is simple, mobile friendly and not overly complex.
3 ways to attract more
transformational talent
12
13. Methodology
Employer study
Indeed conducted 15 in-depth 1:1 interviews with mid-level to senior managers within
the United States and who had at least five direct reports. The objective of the study was
to understand how managers perceive top performers, what attributes they believe top
performers typically possess and what they believe are the most important attributes.
The interviews were conducted online through the Revelation platform provided by
FocusVision in February to March 2016.
Following the interview phase, Indeed conducted an online survey with a sample of
1,000 mid-level to senior managers with at least five direct reports and from various
industries across the United States. The survey respondents were asked to identify the
top attributes most important in top performers and then asked to rank those attributes.
The survey was hosted and fielded by the Decipher survey platform
owned by FocusVision in March-April 2016.
Job seeker study
This survey was fielded online within the United States from March 16-22, 2016, among
4,000 adults ages 18 and older, among whom 2,439 employed and unemployed job
seekers (1,439 employed adults and 1,000 unemployed adults) and 1,561 employed
adults not currently looking for new opportunities, using the Decipher survey platform
owned by FocusVision on behalf of Indeed. We identified “top performers” as the sample
of respondents who are regularly recognized for work contributions and who reported
their managers or peers have associated them with any of the attributes identified in our
employer research listed on page 15.
13
14. Definitions of attributes
Below are the key attributes and definitions used throughout this study
Drive Desire to succeed, goes above and beyond
what is asked of them
Problem solving Ability to define a problem and then determine
and implement a solution
Initiative Seeks out ways to contribute most, but a
desire to lead
Self-direction Self-starter, someone who initiates new
assignments and challenges
Passion Enthusiasm or excitement for something,
demonstrated passion, passion with substance
Ownership Accepts ownership for their work
Strategic thinking Creative thinking, thinking outside of the box
Communication Communicates well with others
Adaptability Has the ability to be flexible in a changing
environment, take on new tasks
Collaboration Works effectively in groups and with others,
open to feedback from others
Coachability Takes feedback and criticism and implements it
Intellectual curiosity Seeks self-improvement in areas that impact
the business
14
15. About
Indeed Hiring Lab
The Indeed Hiring Lab is a global research institute committed to advancing the
knowledge of human resource and talent management professionals worldwide. Led by
Tara M. Sinclair, PhD, Indeed’s Chief Economist and associate professor of economics
and international affairs at The George Washington University, the Indeed Hiring Lab
research agenda includes large-scale research projects, ongoing tracking and analysis of
employment trends, and surveys of industry professionals.
Indeed
More people find jobs on Indeed than anywhere else. Job seekers can search millions of
jobs on the web or mobile in over 50 countries. Each month, more than 180 million people
search for jobs, post resumes and research companies on Indeed, and Indeed is the #1
source of external hires for thousands of companies.
For more information, visit indeed.com/hire.
hiring lab
