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.”

 

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-  Broadly defined vs.in a narrow technical sense. Another term I use is being a strong athlete..lots of horse power, agile, can solve problems, can think around corners.

Emotional maturityMeaning brings a sense of perspective, thinks before reacting, can rise above the drama and not get flustered.

Self Awareness-Possibly a sub-bullet under emotional maturity, but so important. Someone who is not self-aware cannot 1) improve and 2) by authentic and therefore inspire follower-ship.

Curiosity- The engine of innovation, lack of curiosity = no innovation.

Selflessness – Defines success through the performance of others, promotes/recognizes others before self and understands that authority is earned versus bestowed.

 

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

Pretty simple, just like above. However these characteristics come to life in the dialogue surrounding talent assessment or performance management. So I ensure they are explicit characteristics we are testing for, which forces a discussion about them.

 

How do you handle the challenges to the exiting culture by the taklent you have brought in?

I believe culture is always evolving and I think new talent is very important to an organization in evolving the culture in helpful directions. For example, creating more  of a competitive edge, bringing more international perspectives, bringing more of a “sales” oriented culture. So I try to distinguish between friction due to the healthy evolution of the culture vs friction due to the transgression of really important behavioral values (eg. for me integrity, collaboration, transparency…). Instances of the former inspire a healthy organizational discussion about evolution and change. Instances of the latter require swift action to exit the individual.

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

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 fourteenth 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.

 

tom klein

Tom Klein is the Chief Revenue Officer for TSI.  In this role, he is accountable executing TSI’s growth strategy and leading our sales, account management, marketing, partners, e-commerce and product management teams to deliver client performance and profitability. 

TSI is a market-leading provider of accounts receivable management and student loan servicing solutions.  TSI’s global operations are powered by our proprietary analytical algorithms and best-in-class compliance and technology systems.  Our clients include Fortune 100 corporations, national and regional healthcare providers, financial institutions, state and federal government organizations, educational institutions, and small and medium-sized businesses.

Prior to joining TSI, Tom was a Managing Director in Accenture leading their North American BPO practice across 30 industries.  And over the last 20 years has led global sales, client management and portfolios in business and technology services for IBM, HP, Genpact and several mid-size business-technology services firms.

Tom graduated from Illinois State University with an MBA, currently resides in Houston, TX, is an avid fly-fisherman and has a small coffee farm in Costa Rica.   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 thirteenth 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.

 

rudders

Steve Rudderham, Vice President, Global Business Services,  Kellogg Company

Steve Rudderham join Kellogg in 2016 as Vice President, Global Business Services. In this role, he is responsible for leading the current operations within GBS, continuous improvement, and global expansion. As well as the day to day operations, Steve is responsible for understanding industry trends, bench-marking against peer companies, and developing programs and projects that drive significant improvements in cost, process quality, and service delivery for multiple functions and global markets. He is also required to identify and leverage best practices, and standardize processes, policies, and practices to deliver significant improvements and savings in line with committed business cases and budgets.

He has 20 years of global experience across Business Process Outsourcing, Insurance and Lighting. He also has a broad operational background having led teams on the ground in the United States, Europe, Latin America, and India. Continue reading