WHAT IS TOP TALENT AND HOW IS THAT IDENTIFIED?

As a part of our talent acquisition engagements, we ask our clients how they define “top talent” and how they would assess those traits in the interview process. Reflecting on the insightful comments we hear every day, we thought there would be great value in a new blog in which senior executives/thought leaders share their “Take on Talent.”

This is the nineteenth in a series of blogs/interviews with senior executives who are thought leaders in the areas of Talent Acquisition, Career Development and Leadership who will share their perspectives on this ever present question

 

Mark Trepanier is the Chief Operating Officer of TransformAI.  TransformAI helps global companies grow and scale using the world’s most sophisticated robotic process automation (RPA) solutions to transform their customer facing and back office functions. 

Mark is an accomplished executive with a long and extensive record in developing and executing transformative service delivery models. Prior to joining transformAI, he served as EVP Client Services at Axiom with global responsibility for its Technology-Enabled Contracting unit. He was also a partner in KPMG’s Advisory practice, an executive director at Accenture with its Outsourcing unit, and a Managing Director at Exult, an early BPO innovator.

 

Please share with us the top five characteristics (in priority order, first to fifth) of the most talented people you have encountered during your career, and your definition of each.

Competence – the ability of somebody to do or grow into the role they have.  There needs to be a core executional capability for anybody to add value to an organization and its clients.

Commitment – commitment means a core value based on integrity, and an earnest willingness to achieve the objective.

Confidence – this one is a bit tricky, but it’s a confidence to be able to meet a challenge, even when venturing into unknown territory, while still showing a level of humility.  The most confident people I know are the ones most likely to ask a question or admit they were wrong but not be afraid of a new idea – and it’s not all about them.  That is the balance you want.

Curiosity – what I call “an intolerance with the status quo”.  While they might drive you crazy at times, it is that intellectual curiosity to not accept what is, and explore alternatives to make something better.  That is what drives innovation in a sustainable way.

EQ – business is hard, and success requires working with a diverse (however you define that word) set of people.  A calmness to keep one’s head, a respect for different perspectives, empathy for another’s position and communicating clearly (both transmit and receive) to ensure expectations are understood are key to sustained success and developing a “fellowship” among colleagues.

 

 

How do you communicate these characteristics to your HR and senior management team?

Actually, it needs to be communicated up, down and across your organization.  As a quickly growing company in a disruptive but still developing marketplace, at transformAI we have taken the time to write down what we want to be, and as part of that, defined the culture we want .  The truth is, like most things in life, you get the culture you deserve too.  We invest in acting and holding each other accountable to the tenants of our desired culture.  The characteristics described above frame our culture so our approach is to bring people in who align to that, which will reinforce and continue to evolve our culture.

 

 

How do you handle challenges to the existing culture by talent you have brought in?

Again, we are growing quickly, and we are adding people with diverse skills, work experiences, from different generations and cultures, and finally from around the world.  We expect that our culture will be challenged every day.  Its important to distinguish constructive tension, which will drive our culture forward and is encouraged, from inconsistent behaviors that could have a negative impact on our cultural development.  In the case of the latter, it is important we root out the underlying issue and address it directly either with the organization or the individual as appropriate.  Very consistent with our culture is transparency and jumping on issues.  We do it here too

WHAT IS TOP TALENT AND HOW IS THAT IDENTIFIED?

As a part of our talent acquisition engagements, we ask our clients how they define “top talent” and how they would assess those traits in the interview process. Reflecting on the insightful comments we hear every day, we thought there would be great value in a new blog in which senior executives/thought leaders share their “Take on Talent.”

This is the eighteenth in a series of blogs/interviews with senior executives who are thought leaders in the areas of Talent Acquisition, Career Development and Leadership who will share their perspectives on this ever present question.

 

Ritesh Idnani, President, Tech Mahindra

Ritesh is a seasoned executive with more than two decades of experience in technology and technology-enabled business services. He has worked across IT and business services, BPO, SaaS/ BPaaS, outsourced product development and automation/ cognitive computing businesses. He has worked in startup, growth and turnaround environments and has grown businesses from scratch to multi-billion dollars businesses at industry leading margins. He is one of a few executives globally with exposure to both services (applications, infrastructure and process) and product businesses as well as all industry verticals. He has worked in large public companies as well as in VC/ PE backed private companies. Continue reading

WHAT IS TOP TALENT AND HOW IS THAT IDENTIFIED?

As a part of our talent acquisition engagements, we ask our clients how they define “top talent” and how they would assess those traits in the interview process. Reflecting on the insightful comments we hear every day, we thought there would be great value in a new blog in which senior executives/thought leaders share their “Take on Talent.”

This is the seventeenth in a series of blogs/interviews with senior executives who are thought leaders in the areas of Talent Acquisition, Career Development and Leadership who will share their perspectives on this ever present question.

 

 Paul is the President of Thirdbridge, a high growth, private equity backed disrupter in the research space. Third Bridge provides institutional investors like private equity firms, hedge funds and mutual funds with the information that they need to make better investments.

Before joining Third Bridge, Paul was President of Axiom Law, the leading disrupter in the corporate legal industry, where he scaled the business and oversaw a six-fold increase in size. He also held senior roles at American Express and BCG, and has a wealth of experience across the US, Asia and Europe.

Paul has a Masters of Business Administration from Melbourne Business School.

Find out more about Paul on LinkedIn.” Continue reading

WHAT IS TOP TALENT AND HOW IS THAT IDENTIFIED?

As a part of our talent acquisition engagements, we ask our clients how they define “top talent” and how they would assess those traits in the interview process. Reflecting on the insightful comments we hear every day, we thought there would be great value in a new blog in which senior executives/thought leaders share their “Take on Talent.”

This is the sixteenth in a series of blogs/interviews with senior executives who are thought leaders in the areas of Talent Acquisition, Career Development and Leadership who will share their perspectives on this ever present question.

Phil Fersht is the CEO and Chief Analyst, HfS Research

Phil is an acclaimed author, analyst, and visionary in IT Services and BPO, the Digital Transformation of enterprise operations and cognitive automation strategies. Fersht coined the terms “The As-a-Service Economy” and “Digital OneOffice”, which describe HfS Research’s vision for the future of global operations and the impact of cognitive automation and disruptive digital business models. Phil was named Analyst of the Year in 2016 (see link) for the third time by the Institute of Industry Analyst Relations, which voted on 170 other leading IT industry analysts.

Prior to founding HfS in 2010, Phil has held various analyst roles for Gartner (AMR) and IDC and was BPO Marketplace leader for Deloitte Consulting across the United States, UK, and Singapore.  Over the past 20 years, Fersht has lived and worked in Europe, North-America, and Asia, where he has advised on hundreds of operations strategy, outsourcing, and global business services engagements.

Phil is also the author and creator of the most widely-read and acclaimed blog in the global services industry, entitled “Horses for Sources” now entering its eleventh year.  He regularly contributes to media such as Wall St Journal, Business Week, Economist, The Times of India and CIO Magazine and is a regular keynote speaker at major industry events, such as NASSCOM, ANDI, ABSL, Global Sourcing Association, SSON, Sourcing Interests Group and HfS Summits.

He received a Bachelor of Science, with Honors, in European Business and Technology from Coventry University, UK and a Diplôme Universitaire de Technologie in Business and Technology from the University of Grenoble, France. He also has a diploma from the Market Research Society in the UK.

Please share with us the top characteristics of the most talented people you have encountered during your career, and your definition of each. Continue reading

WHAT IS TOP TALENT AND HOW IS THAT IDENTIFIED?

As a part of our talent acquisition engagements, we ask our clients how they define “top talent” and how they would assess those traits in the interview process.  Reflecting on the insightful comments we hear every day, we thought there would be great value in a new blog in which senior executives/thought leaders share their “Take on Talent.”

This is the fifteenth in a series of blogs/interviews with senior executives who are thought leaders in the areas of Talent Acquisition, Career Development and Leadership who will share their perspectives on this ever present question.

 

Jacqui Canney is executive vice president of the Global People Division for Walmart Inc. She is responsible for attracting, retaining and developing talent within the nation’s largest private workforce.Jacqui joined Walmart in 2015 after more than 25 years of experience in global human resources. She has the unique role of engaging more than 2 million associates globally.

She’s focused on making Walmart the best place to work and shop through delivering an experience that gives associates access to the best technology, training and education opportunities. She’s modernizing the company’s total rewards and performance programs, and is also driving Walmart’s inclusive culture through the work done by Walmart’s Global Culture, Diversity and Inclusion Office.

Prior to joining Walmart, Jacqui led the strategy and implementation of programs at Accenture to attract talent, and transformed its workforce to strengthen business capabilities and industry focus. Continue reading