Process

К оглавлению
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 
17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 
34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 
51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 
68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 
85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 
102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 
119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 
136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 
153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 
170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 
187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 
204 205 206 207 208 209 210 211 212 213 214 215 216 217 

Before beginning the recruiting process, the best companies engage in a

talent forecasting process based on key business objectives. The business

objectives drive talent needs, with special attention focused on pivotal jobs

that will create the most value for the organization. For auto dealerships,

these are general managers, sales people, and finance managers. For grocery

stores, these are store managers, department managers, and checkers. For

mutual fund companies, these are fund managers. Often, they are lowerto

mid-level workers who have the most direct customer contact. In some

service-driven organizations, 80 percent of the value (revenues) derives

from the results generated by 20 percent of the jobs (talent) in the organization.

The next phase of the preselection process involves understanding

what makes top performers successful in all positions, but especially those

that create the most value. Many companies validate a selection instrument

by having their top performers—the ones they would clone if they could—

take a battery of personality and ability assessments, then look for common

traits and capabilities. The more top performers who take the assessments,

the more valid the conclusions that can be made from them. Many organizations

find this process helpful, but it is fallible in one sense—not all successful

people use the same talents to succeed in the same job. Still, top

performers tend to share a select few critical characteristics that are worth

the effort to uncover.