The document provides strategies for attracting, developing, and retaining top talent. It discusses the high costs of miss-hires for managerial positions and outlines best practices for recruiting top talent, including employee referrals and targeting top recruiters. It defines three levels of talent - A, B, and C players - and emphasizes the importance of attracting and retaining A-level top talent. The document also discusses principles for effectively rewarding top talent, such as aligning rewards with business goals and integrating different reward tools. Finally, it suggests that retaining top talent requires understanding what they want, such as a challenge, fun at work, and opportunities for growth.

1. SUPER MANAGER
Winning Strategies for Attracting, Developing & Maintaining Your Talent
Presented by: Fred Lange

2. People are the Key
 “The toughest decisions in
organizations are the people
decisions – hiring, firing, promotion,
etc. These are the decisions that
receive the least attention and are
the hardest to unmake.”
Peter Drucker
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3. Paying Top Talent
Work with Us
Winning Strategies for Finding, Developing & Maintaining Top Talent
ATTRACTING TOP
TALENT
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4. Attracting Top Talent
IMPACT OF MISS-HIRES
Managerial hiring success has been strangely ignored regarding
the cost of a miss hire:
Salary Cost
Less Than $840,000 (14 x salary)
$100,000
$100 – 250,000 $4.7 Million (28 x salary)
Typical Hiring Success Rate 50% Source: B. Smart, Ph.D.
Goal to Improve Hiring Rate to more than 90%

Productivity of Top Talent = 100x Gates, 10x Cisco
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5. Attracting Top Talent
DOES YOUR COMPANY…
 Bring in highly talented people?
 Integrate them quickly and effectively?
Identify top talent and compensate accordingly?
Retain key contributors?
Manage low performers?
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6. Attracting Top Talent
BUILDING A COMMITTED WORKFORCE
Leadership Culture
Trust/respect/integrity/openness
Visionary with shared values
Valuing achievement
Builder of teams
Developer of people/mentor Innovation/flexibility
Coach (empowerer) Teamwork and Customer Focus
Walks the talk Work/ life balance (and FUN!)
Career Total Compensation
The work itself/ freedom to innovate Competitive base salary
Professional growth/ continuous learning Individual, team & company incentives
Opportunity for advancement/ career pathing Broad-based stock options
Satisfaction in achievement Innovative benefits
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7. Attracting Top Talent
RECRUITING TALENT – BEST PRACTICES
Hire Top Recruiters
Employee Referrals What’s your “WOW” Factor
Candidate Referrals  Nortel – hire graduating class
Targeted Recruiting
(Lists & Directories)  Business Cards/Fish Bowl
Multiple Postings
(Casting Wide Net)
 Sabbaticals
In-depth Screening
Candidate Experience
Travel Awards
Training Managers
(Identify Fit)
 Concierge
Hi-Touch Offer  Put Work Where Talent Wants to Be
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8. Attracting Top Talent
LEVELS OF TALENT – ABC GRADING
Top Talent (A Players)
One who qualifies among the top 10% of those available for a
position; at the given compensation level, with whatever bonus
comes with it, in that specific club with a certain organization
culture (family friendly? politics? growing? status?), in that
particular industry, in that location, with those accountabilities,
with those resources, reporting to a specific person(s).
B Player
Next 25% of those available for a position.
C Player
Below the top 35% of those available for a position.
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9. Attracting Top Talent
LEVELS OF TALENT – ABC GRADING
A PLAYERS The best of class in their job category. Typically
they are the top 10% of the talent available in the marketplace
at a specific salary range. Defining an A player sounds simple,
but it is not. The person's skills, motivations, and personality
traits will vary depending on the job description. (Your C player
in one job could be your A player in another.) While all A players
must have rock-solid integrity and a sterling job-performance
track record, not all will have to be team leaders or long-term
visionaries, though that surely helps. They all must be quick
studies. In today's tight labor market, hiring and retaining A
players often requires golden handcuffs, such as bonuses and
long-term incentives.
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10. Attracting Top Talent
LEVELS OF TALENT – ABC GRADING
B PLAYERS These managers fall into the top 25% of their job
class mainly because they fall short in two to three areas.
Unfortunately, most of them hire B or C employees and accept
less than top performance from their staff. The good news is
that some can be upgraded to A status if coached and trained.
Others can become star players if their job responsibilities are
fine-tuned. They can also be redeployed in other roles in a club.
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11. Attracting Top Talent
LEVELS OF TALENT – ABC GRADING
C PLAYERS These employees fall below the top 35% of the
club's work force. More often than not, they drag a club down
like dead weight and must be placed in other jobs within the
organization or fired. Most C players suck the creative energy
out of their organizations. They fail to prevent problems and
then cannot fix them. Because most have difficulty coping with
new or complex situations, it's tough to find them a new safe
harbor in the club. Many organizations have stumbled with C
players in key spots.
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12. Paying Top Talent
Work with Us
Winning Strategies for Finding, Developing & Maintaining Top Talent
PAYING TOP TALENT
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13. CUSTOMERS
INNOVATION
Paying Top Talent
PROCESS FOR DEVELOPING & IMPLEMENTING STRATEGY
VISION MISSION ANNUAL STRATEGIC ANALYSIS
• Core Values Map for 3-
• Purpose Internal External External
• Vision Statement Yr Journey Assessment Assessment Survey
AN N U AL BALAN CED
B U SI N E SS PL AN
DEVELOPMENT
LEARNING/
PEOPLE
PROCESSES
FINANCIAL
INTERNAL
PERFORMANCE PLANS
INCENTIVES ♦ REWARDS ♦ CULTURE
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14. Paying Top Talent
REWARD PRINCIPLES
 Create a positive & natural reward experience
 Communicate advantages to the workforce; Involve people in the change process
to gain understanding, acceptance and commitment.
 Align rewards with business goals to create win-win partnership
 Both employees and company need to gain from the relationship; Clear direction;
People = Economic Value Added (EVA); Company acknowledges EVA with
rewards.
 Extend people’s line of sight
 How they influence the results of their team, group, business unit, and company;
How they influence the customer; Knowledgeable stakeholder in overall business.
 Integrate rewards
 Use each reward tool for what it does best; Total rewards, not just total pay;
Total customize better workforce deal from total rewards
 Reward individual ongoing value with base pay
 Skills & competencies needed by the company and used by the individual to
generate results; Individual consistent performance over time; Individual ’s value
relative to the labor market.
 Reward results with variable pay
 Cash & bonuses – variable – focused on key measures of success
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15. Paying Top Talent
BETTER WORKFORCE REWARDS
Individual Growth Compelling Future
Invest in People Vision & Values
Development & Training Company Growth & Success
Performance Management Stakeholdership
Career-enhancement Win-win Over Time
Total Pay Positive Workplace
Base Pay People Focus
Variable Pay Leadership
Benefits or Indirect Pay Colleagues
Recognition and Celebration Work Itself
Involvement
Trust & Commitment
Open Communications
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16. Paying Top Talent
Work with Us
Winning Strategies for Finding, Developing & Maintaining Top Talent
RETAINING TOP
TALENT
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17. Retaining Top Talent
WHAT DOES TOP TALENT WANT?
The world! First, they want a challenge
and to have fun coming to work. So they
want the resources and opportunity to
make things happen. Second, top talent
wants an informal culture with very little
bureaucracy. Third, they want
compensation that's tied to performance
Source: RADFORD CONSULTING
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18. Retaining Top Talent
WHAT THEY WANT?
 Empowering relationship with their manager
 A winning, high-performance culture
 The fun and excitement of working with a team of top talent
 The opportunity to grow, to meet challenges, to rise in
stature and title
 Competitive pay, bonus and benefits
 [Proactive increases in pay and compensation. Do not wait until the
threat of quitting to pay people appropriately]
Source: B.Smart, Ph.D.
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Direct, Practical Advice that Works

19. Retaining Top Talent
AMENABILITY OF COMPETENCIES TO CHANGE
Relatively Easy Very Difficult
to Change Harder But Doable to Change
Risk Taking Judgment Intelligence
Leading Edge Strategic Skills Analysis Skills
Education Pragmatism Creativity
Experience “Track Record” Conceptual Ability
Organization/Planning Initiative Integrity
Self-Awareness Conflict Management Inspiring “Followership”
Communications – oral Independence Assertiveness
Communications – written Stress Management Energy
First Impression Adaptability Enthusiasm
Customer Focus Likeability Ambition
Political Savvy Listening Tenacity
Selecting Talent (A-players) Team Player
Removing Marginal Talent (C-players)
Negotiation Skills
Coaching/Training
Persuasiveness
Goal Setting
Change Leadership
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Direct, Practical Advice that Works

20. Retaining Top Talent
THE LIKELIHOOD OF CHANGE
frequent
How frequent is the behavior?
Very difficulty to
change
“character-driven behaviors are
like crabgrass: deeply rooted and
difficult to weed out.”
Manager’s
willingness to
change
Very easy to
change
infrequent
response to a expression of character
particular situation
How deeply entrenched is the behavior?
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Direct, Practical Advice that Works

21. Retaining Top Talent
REDEPLOYING
 Thorough & accurate assessment
 Reasonable performance goals
 Ongoing feedback
 Role modeling
 Comprehensive coaching
 No hard feelings
 Increase self-awareness by marginal c-player
 Increasing skills by c-player
 Opportunities for ego protection
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Direct, Practical Advice that Works

22. Retaining Top Talent
REDEPLOYING
“Having interviewed more than 100
presidents and CEO’s who attributed
their failure to “carrying C players” The
vast majority of cases, they said, “I
should have moved quicker to get rid of
C-players”
B. Smart, Topgrading
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Direct, Practical Advice that Works

23. Retaining Top Talent
MANAGEMENT OFFSITE (RE: TALENT)
 Do we have the talent to meet our goals? Will we have it?
 How successful are we in recruiting people, internally and externally?
What is our hiring batting average?
 Where are we strong and weak in management?
 Which A players should be promoted, and to what jobs, in order to retain
and develop them, but not put them over their head?
 How many external searches should we do, for what jobs?
 Have we made progress in culling the chronic C-players? Why not?
Who’s responsible?
 Are we all in a full-court press for recruitment by developing and using
our networks to generate candidates? Can we bypass search firms?
 How are we progressing on developing an internal “bench,” so we can
have an optimal blend of promoting people from within and enriching
the mix with talent from outside
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Direct, Practical Advice that Works

24. Retaining Top Talent
LIFE BALANCE SCORECARD
Employees want a manager that has a balanced life. How would you score
yourself?
Good Not Good
Enough Enough Critical Life Dimension
1. □ □ Career success
2. □ □ Wellness
3. □ □ Relationships (family, friends)
4. □ □ Giving something back
5. □ □ Financial health/independence
6. □ □ Spiritual grounding
7. □ □ Recreation (pleasure, hobbies)
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Direct, Practical Advice that Works

25. Retaining Top Talent
SUPER MANAGER//COACH
 A Partner. “Hey, you’ve got a problem, let’s work on it together.”
Interested, engaged, respected.
 Promotes autonomy. Helps coachee to independently diagnose
problems, consider solutions; makes informed choices regarding
development.
 Positive. Supportive, builds confidence, an enthusiastic motivator.
Uses praise and recognition for progress and accomplishment. Never
ridicules. Passionate. Has a sense of humor. Invariably respectful.
 Trustworthy. Honest. Maintains confidences. Open. Admits when
wrong. Doesn’t over promise.
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Direct, Practical Advice that Works

26. Retaining Top Talent
SUPER MANAGER//COACH
 Caring. Compassionate and empathetic. Sincere.
 Patient. Understands how hard it is to change. Tolerant. Reasonable.
 Results-oriented. Focuses only on important issues. Proactive.
Infectiously committed to helping coachee perform. Follows through on
promises.
 Perceptive. Understands coachee’s strengths, shortcomings, goals,
needs.
 Authoritative. Knowledgeable. Wise. Clear and specific in feedback. Has
common sense. Generates valid measures of improvement.
 Active listener. Plays back content and underlying feelings. Summarizes,
clarifies.
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Direct, Practical Advice that Works

27. Direct, Practical Advice that Works