“Talent Magnet: How to Attract and Keep the Best People” by Mark Miller (Berrett-Koehler Publishers, $22.95).With unemployment at record lows and tax cuts providing an impetus for growth, there’s a war for talent. Those losing the war will be left with the mediocre, which will make it difficult to achieve ambitious goals. Miller illustrates this […]
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“Talent Magnet: How to Attract and Keep the Best People” by Mark Miller (Berrett-Koehler Publishers, $22.95).
With unemployment at record lows and tax cuts providing an impetus for growth, there's a war for talent. Those losing the war will be left with the mediocre, which will make it difficult to achieve ambitious goals. Miller illustrates this point through a business parable that follows the decisions of a CEO faced with reducing the organization's growth goal because there aren't enough high-caliber people.
He begins his quest by asking HR a few questions: “How would you define top talent?” “What do they want in a job?” “What would it take to attract them?” How can we become a talent magnet? He emphasized that the answers need to focus on individual contributors, not just those with leadership potential.
The search for answers began by interviewing the firm's top talent and its typical-talent team. Why? The CEO wanted to identify differences between motivation and goals.
There were differences. Both top and typical wanted the basics (i.e. fair wage, training, resources to do their jobs), a positive organizational culture and the company's brand/reputation. Top talent wanted more — leadership (how they were managed), growth opportunities (not necessarily tied to assuming leadership positions) and the firm's ongoing contribution to the community.
The “what attracts top talent” answer jumped out: “Better boss (demonstrate care, stay engaged, lead well), brighter future (champion growth, provide challenge), bigger vision (foster connection, celebrate impact).” Selling those “magnets” was something the organization had to do even before the hiring process began. Why? Potential employees had to be aware of what the firm offered — just as an organization advertises its products and services.
To increase awareness, include the three-pronged message in the company's webpage and its social media because those are places any talent will check for information on prospective employers. Awareness isn't a one-and-done process. While the history of the organization won't change, the message must identify “what's next” to ensure it appeals to those who want to be part of its future.
