How to identify Top Talent, magnifying glass searching for the right block

IHow to identify Top Talent


Companies are influenced by the intensified worldwide rivalry for top talent, which has led to a surge in the number of remote employment options. Individuals employed either contribute to the achievement of the organization’s goals and objectives or become a costly turnover statistic. Everyone wants an answer to the issue, “How can you accurately identify the top talent?”

If you want to acquire and keep top talent, you must not only identify the greatest candidate for each position, but also the right role for each employee. Short-term and long-term objectives should also be discussed at exit interviews and performance evaluations. Ask inquiries in order to find skills and abilities that are currently underutilized. Determine the commonalities of your most engaged and maintained high performers and gain an understanding of their priorities and objectives.

When it comes to managing the employees of an organization, one of the most important things the talent management team does is find the best people. This isn’t just about finding the ones with the best performance ratings; it should also include those who:

    • Get the best results
    • Get results consistently
    • Come up with new ideas on the job.

How to identify top talent


Developing talent at work is about a lot more than just doing a good job. Long-term achievement in projects and reaching business goals requires figuring out the most important success factors for the organization. These factors are different for each organization and even for each department within an organization. So, when it comes to how to identify talent, it’s important to look for people who consistently get things done and show the right traits. We will discuss a few strategies to identify top talent.


1. Think about the future.


Surprisingly, during job interviews, prospective workers are frequently questioned about the career goals they have in mind for the next five years or about where they see themselves in that time period. On the other hand, few managers take the time to reflect on their own five-year talent strategies. The majority of leaders are aware of the specific kinds of talents they need at the present, but a much smaller percentage of them think forward to determine whether or not the newly hired employee possesses skills that are compatible with their long-term goal. If you are aware of the direction in which you wish to proceed, you should direct your efforts toward finding a person who possesses the knowledge, capabilities, and experience that will be necessary for you to advance. You can’t just assume that everyone you have right now will stick around. You must focus on the long game while also working to achieve your short-term objectives simultaneously.


2. Concentrate on the positive qualities.


The two most common errors that managers make when assessing the capabilities of their employees are to place an excessive amount of weight on an individual’s previous performance (even when there are no reliable metrics available) and to overrate the significance of an individual’s resume, skillset, and technical expertise. According to projections made by the World Economic Forum, 65 percent of the occupations that exist today will no longer be available in 15 years. This indicates that leaders must not place an excessive amount of importance on the contemporary academic curriculum, which is largely intended to train individuals for jobs that already exist rather than opportunities that may become available in the future. Even though we might not be able to predict what such professions will be, it is obvious that people will be better prepared to do them if they possess certain skills and knowledge, such as emotional intelligence, drive, and the capacity to learn new things. They are the fundamental characteristics that determine one’s ability to acquire new skills and knowledge. In addition, it is possible that these fundamental qualities of talent will become even more significant as a result of the development of AI.


3. Look inside the organization


Firms often hire people from outside when they could find better people inside. Scientific reviews show that new hires from outside the company take longer to get used to the job and have a higher rate of leaving on their own or because they are fired. However, they are usually paid much more than internal candidates. That’s why it’s smart to look for talent inside your organization before you look outside of it. Internal hires often seem to be more adaptable and have a higher rate of success than external hires. In part because they know the culture and politics of the organization better. They are also much more likely to care about their company and be loyal to it. Also, promoting people from within makes other employees work harder.


4. Think comprehensively


Most managers hire people like themselves. This hinders teamwork and diversity. When we recruit people like us, we diminish the likelihood of building teams with complementary skill sets. To think inclusively about talent, accept those who are unique from you and your team. Celebrate persons who disrupt customary standards. Change is the motor of progress, and it won’t happen if you exclusively hire status quo-keepers. Diverse talent pipelines lead to better financial performance.

5. Prioritize collectivism


People often praise being an individual and complain about being a part of a group. But almost everything of real worth that has ever been made is the result of a group of people working together. People from different backgrounds come together to use their individual skills in a way that works well together. So, when you think about your talent pipeline, you should focus less on the people and more on how your team is set up. In great teams, each person is like an organ that is needed and has a specific job to do. This makes each part different from the others and the whole more than the sum of its parts. Agents of talent know that for a team to be successful, each member must put “we” before “me.”


6. Make people better.


Great talent agents, like great managers, can see talent where others don’t. Even if your employees are very skilled, you still must help them grow in new ways. No matter how much a worker is struggling, it is your job to try to help them get back on their feet. Professor Herminia said, “The role of the manager is becoming that of a coach.” This means that you have to learn how to give critical feedback, which includes being able to have hard conversations and talk about poor performance. It also means figuring out what kind of people you’ll need in the future so you can keep ahead of the trend and make sure the individuals on your team are still useful and relevant years from now. ManpowerGroup research, which surveyed nearly 40,000 organizations in 43 countries, shows that almost half of them say they can’t find the skills they need. This means that their talent planning strategies aren’t good enough.

In conclusion, a big portion of being a successful manager is being a specialist in talent-related matters. Fortunately, talent management has been the subject of years of management research, resulting in a well-established science. However, without the ability to apply it, this science is useless. And the most crucial aspect of this process is to always consider the potential and talent of your staff. No other component is likely to be as influential when it comes to assembling a high-performing team as leadership.


Finally, if you would like to know more about how WorkCompass can help you identify top talent within your organization. Please get in touch and request a demo with one of our team.