After my last post, Hire Talent, Not Experience!, some folks wanted to know more about what I mean by the word “talent”, and what specific things they can do to better identify and recruit talent.
Cool, those are essential questions if we want to turn this concept into action.
I think the general definition of talent used by the Gallup Organization is a good one: “Talents are naturally recurring patterns of thought, feeling, or behavior that can be productively applied.” But if you think about it, that general definition leaves all the work to you, oh dedicated leader of people. Because you have to figure out all the key pieces:
– What recurring patterns of thought, feeling, or behavior produce results in your world/business/team?
– How do you move the talented person from “can be productively applied” to “performed brilliantly, nailed it!”
In my experience, intuition is helpful but not really enough. You have to be intentional and specific in the way you think about talent in your context. Here is a diagram that I use occasionally to describe the search for great product development talent, where the key talents of interest are shown as dimensions:
There are probably more dimensions than this to consider, but in this example I have defined 3 recurring patterns that predict the performance of a product development engineer on an engineering task: Technical Ability, Relationship Forming, and Creativity. I could probably add Attention to Detail but bear with me.
The point is that on a continual basis you will want to evaluate these “factors” in your team members (locate them in the talent “space,” consider how these talents correlate with results, and begin to create a specific set of the key talent dimensions that predict success for a particular role in your organization/environment.
Here are Actions Steps that will help you get more of the talent you need:
1. Study your top performers. Is there a combination of these talents that occur over and over again in your top performers? A certain amount of creativity that is needed to do the job? A certain minimum quality of technical thought processes? These might mark key success factors for the role. You just need to have a certain minimum level to succeed on our team.
2. Evaluate the mix of talents on successful teams, and the gaps in talent in your organization. What range of talents would add important elements to the team, create needed diversity of talent, complement other members? Here you are putting together that special recipe for the team that usually benefits from a range of complementary talents.
3. Create the talent profile you need. There will be a range of talents you can accept – you want to think about this before people start interviewing for the job. At this point you will not only have a stronger target for your search, but you will have a meaningful language to discuss how candidates would affect the team and perform in the role.
Important Caution: Do not use this system as a back-and-white, go/no-go screen. Talent is hard to identify and always a subjective criteria at some level. And you might find that someone high in one talent might not be the ideal fit but might complement others who are low in that talent. You might find a team recipe that works with a particular person’s talents in a special way you had not considered – sort of like an unusual case of item #2 above.
4. Develop screening tools. Consider not just interview questions, but specific problems or situations that reveal the focus talents for the role. Run each candidate through as wide array of questions and evaluations as feasible to understand his/her talents.
I know this is harder than it sounds. But try this out for a critical opening on your team, run a pilot project to see if this helps. Let me know how it goes!
Do have any thoughts on this or related ideas? Let me know by commenting below…
1. Exactly What is Talent, Anyway? (businessjournal.gallup.com)
2. How to Identify Your Employees’ Hidden Talents (blogs.hbr.org)
3. Identifying and Developing Talent (www.fastcompany.com)