Pablo Sarasate (violin virtuoso) stated “A genius! For 37 years I’ve practiced 14 hours a day, and now they call me a genius” (cited in Simonton, 1999) *.
Last week I wrote a post called ‘Stroke of Genius’ and it attracted a pretty high level of interest. Clearly a popular topic. And many comments I received were along similar lines, mentioning that identifying talent in the first place is often the most difficult challenge faced. I figured that I owed it to myself and readers to address this area in today’s post.
Well, right up front, we need to think about recruitment.
Do you know what you are looking for in the first place?
This is not as simple a question as it might first appear. For example, if you are a company, can you answer the following questions?
- What does the company look like today, and what will it look like in two, three, or four years time?
- What is the company’s medium to long term strategy?
- What sort of people will it need to succeed in that strategy? Same as today or very different talent?
- What sort of roles will be most critical in the future? And how much market demand will there be for those people?
- What aptitudes will it take to operate in these future positions?
Are the people who are making recruitment decisions and identifying talent sufficiently aware of the future strategic plans for the business? Or are they blindly cultivating talent based on a model of today’s business? Continue reading