Página 46 – N2Growth

Recientemente leí una publicación de blog sobre todas las razones para no contratar “superestrellas” y no podría haber estado más en desacuerdo con lo que leí. Cuanto más continuaba leyendo las tonterías propugnadas por este blogger, más me daba cuenta de cuán frecuentes se han vuelto sus afirmaciones y posiciones en el mundo de los negocios de hoy.

I have always subscribed to the philosophy that the quality of an organization’s talent will have a direct correlation to its success…

In other words, the better a company’s talent, the more successful the enterprise will be. I will discuss the benefits of hiring Tier-One talent in today’s blog post.

I cannot even begin to count the number of times I’ve witnessed companies pass over the right hire, or worse yet, not even look for the right hire because they let perceived financial constraints serve as a barrier precluding sound decisioning. I’ve observed HR managers filter better-qualified candidates because they were $1,000 outside the “top end” of the salary range. It is precisely this type of thinking that will keep a company from being competitive in the market. I so vehemently disagreed with the blog post I noted above that I decided to put forth a point-by-point rebuttal below for your consideration in the hope that you won’t fall prey to the flawed logic put forth by who, for the sake of this post shall remain a nameless blogger (I’m feeling kind today):

Punto: “Superestrellas = Caro. Busque una superestrella y espere pagar un montón. Financieramente, y otras cosas: sentimientos de derecho, beneficios, necesidades ambientales, bla, bla, bla”.

El contrapunto de Myatt: Para decirlo sin rodeos, obtienes lo que pagas... El verdadero talento produce resultados reales y vale la pena la inversión. Prefiero a un artista probado sobre un aspirante a artista once de cada diez veces. Contrata siempre que sea posible...encontrar el talento adecuado y luego hacer lo que sea necesario para asegurar el servicios de dicho talento, pero resista la tentación de contratar hacia abajo en función de las restricciones salariales.

Punto: “You demotivate your current crop of talent. Jimmy’s been working his butt off for your company. Instead of promoting him, you bring in a superstar ”give him power, authority, extra resources, and benefits. What does that signal to Jimmy? Importantly, what does that signal to your other employees?”

El contrapunto de Myatt: I have absolutely nothing against promoting from within; however, this assumes that the best talent has been organically incubated and is available. Whether the talent in question is internally or externally procured doesn’t matter…you hire the best talent for the position, period. If you have the ability to attract a bonafide “superstar” and you don’t do it, shame on you…Inserting tier-one talent into your business makes the statement that your company values talent and that in and of itself will raise the chinning bar for all employees. There is an old saying: “Talent Begets Talent,” and I wholeheartedly believe this to be true. Moreover, my definition of a superstar does not mean primadonna; rather, it means a team player. I expect our top talent to mentor our up-and-coming superstars.

Punto:: “La gente se convirtió en superestrellas en otros lugares porque prosperaron en el entorno adecuado; se convirtieron en superestrellas porque encajaron en el molde, la estructura y la cultura de su organización. Dado que su empresa no tendrá el mismo entorno, es probable que las superestrellas no logren los mismos resultados en su empresa”.

El contrapunto de Myatt: The issue described above has nothing to do with talent; rather, it describes a lack of discernment on the part of the leadership and/or management doing the hiring. A superstar, by definition, is a proven performer. It is up to the leadership and/or management doing the recruiting to determine if the company can create an environment that will allow the proven performer to flourish before hiring. If you properly support great talent, you’ll receive great rewards…Moreover, the point noted above would also hold true for a junior hire, as anyone, regardless of talent, will fail if not supported. That being said, superstars have a better chance of successfully navigating a challenging environment than someone less talented. The following quote is something taken from an article I authored some time ago on the topic of talent and I believe it accurately summarizes my feelings on the subject at hand: “Quality human capital is a catalytic asset that can be effectively leveraged across the enterprise to generate creativity, collaboration, momentum, velocity, client loyalty, dynamic corporate culture and virtually every other positive influencing force in the corporate universe. It is a quality talent that designs best practices, understands the value of innovation, overcomes obstacles, breaks down barriers, creates growth, and builds a lasting marca."”

The bottom line is that if you follow the advice of the unknown blogger quoted above with regard to talent, you will have a mediocre company doomed for failure. My advice…Hire the best talent you can find!