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 twenty first 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.

 

Mike Small is Sitel Group’s CEO – Americas responsible for all functional aspects of the group’s Americas’ organization: North America and Nearshore (Latin America) including Operations, Finance, HR, Sales & Solutions, Project Management, Workforce Management and Account Management.

As Chief Client Officer for Sitel Group, Mike led the Americas Account Management team to significantly improve business growth for clients and help drive strategic value across all industries and verticals.

Prior to joining Sitel Group, Small held leadership positions at VXI & SYMBIO Global Solutions, Capgemini and Hewlett Packard. His deep experience has a proven track record spanning two decades developing and leading high-quality teams within the BPO space and beyond. An award-winning services executive, Mike brings nearly 20 years of proven success in leading and advancing high-quality teams in BPO and ITO for Fortune 500 companies. He was the BPO Sales Director for HP Enterprise Services, responsible for leading HP’s sales efforts in the US and Canada. Mike also held leadership positions with MphasiS, an HP company, in Bangalore India, and he spent a decade at IBM in multiple leadership roles.

Mike is a graduate of the University of Toronto in Business and completed his MBA in Corporate Finance from Queen’s School of Business. He holds certifications in Project Management from York University and Portfolio Management from the University of Ontario and earned his PMP designation from PMI. Mike is based at the Sitel Group global headquarters in Miami.

 

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.           

  1. Curiosity – Complacency is not an option. Our best employees are always forging ahead, looking for the next challenge or adventure, questioning every step along the way to see how we can do better.
  2. Positive – The right attitude is essential to success – negativity rarely promotes a healthy workplace, so a positive attitude is critical in our new hires and our best talent.
  3. Creativity – We must always think outside the box to stay ahead of the curve – creative thinkers are what push our offerings over the top and ahead of the competition.
  4. Passion – Without passion, one can’t succeed – you have to care about what you’re doing and the people you’re impacting along the way.
  5. Earnestness – Employees with the sincere interest and belief in their job, or the task at hand, are driven to succeed, and thus create some of the best ideas to push us forward and keep evolving our business.

 

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

Open communication is essential when creating a culture of employees that will thrive in our environment and on our teams. To ensure our HR and senior management team are on the same page, I like to keep an open dialogue – this creates room for conversation about what these characteristics really look like in an employee, how to identify them in an interview and what the deal breakers may be even if a candidate seems to have all of these attributes. When we have the right alignment between our executive team, HR and senior management, we’re more likely to succeed in finding candidates that will grow with the company and become integral to the core of our business.

 

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

We are constantly developing and nurturing our culture. With our founders’ entrepreneurial DNA very much alive in our organization, embracing change is pivotal to our success for both new associates and long-tenured associates. We know change can be difficult, but by creating an environment that encourages evolution, we’re able to handle cultural challenges on a case by case basis. As an organization, we empower our associates – from the front line to the CEO – to speak up when they have an idea, an opinion or an issue. Listening to our employees, creating that open dialogue and actively showing them we’re working to solve their problems or implement their ideas is how we create a culture of empowerment and, in turn, a culture of growth. In order to keep this spirit of open dialogue and entrepreneurship alive, we must continually reevaluate the talent we need, but when our leadership teams are in agreement about the kind of employees we hire and the culture we want, that’s when we’ll succeed most.

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 twentieth 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.

 

Rob Vatter, is an accomplished Technology Services Executive, excelling in turning strategic vision into tactical execution to achieve aggressive business agendas.  He has lead diverse teams to significant accomplishments in the IT Outsourcing and Engineering and R&D Services industries for over 25+ years.  Currently he is the Chief Revenue Officer at ClickFox, the industry leading SASS platform for journey analytics. 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 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. 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 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