I get asked about “cultivating talent” a lot, especially after I use that phrase on stage. So I sat down and answered the question the way I’d answer it for anyone who asked me directly: what it actually means, and the process I’ve built around it. It’s nine phases, start to finish, and I walk through all of them below.
Question:
I heard you speak recently at an event, and you used the phrase “cultivating talent”? Can you define that for me?
Answer:
Cultivating talent has become more challenging in the world of sports both in the arena and in the office. Expectations for immediate gratification have caused knee jerk reactions to become the norm when handling talent. Here’s a partnership I adhere to in our world at Peak Scouts to ultimately raise the value of the prospect, the company hiring, and our relationship with both:
The Evaluation Phase
Our database is a living breathing organism designed to pinpoint what each prospect projects and what each prospect protects in terms of their genetics, their make-up and their experiences … BEFORE THERE IS A JOB TO CONSIDER. You need to intimately know the prospects in your database. It should not be a collect and neglect procedure.
The Assessment
Once the job drops, we want to help find the perfect fit. We examine the culture, the expectations, the resources, a clear definition of success, an understanding of what types of individuals have failed and which have succeeded… finding anything less than the perfect fit is unacceptable.
The Recruiting Process
Following the assessment, if the prospect is a perfect fit, they now become a recruit. At this time, we begin to personalize the information found in the assessment, providing a context for both sides to communicate and connect about the position. In this phase, the parties can flesh out nuances that pertain to our discovery in the assessment. It’s never just an exercise to check the boxes of a resume, we provide both the company and the recruit with the truth and transparency needed to hopefully establish the potential for a meaningful work relationship.
Sometimes You Must Shop
Because our prospect scope has depth and breadth, we have the capability to look outside the box for a candidate that satisfies our early evaluation and assessment phase, but may fall outside the initial description, price range, geographic scope, etc … Our established relationships with each member of our database allow us to seamlessly engage any “outside the box” candidate in the same truthful and transparent manner as the initial recruits. The goal is the same. We must foster a conversation that determines if a meaningful working relationship can be established.
Signing Day
This is our communication and connection phase. It lets us negotiate the terms of the contract to make sure the candidate understands the long-term mutual benefits of the new partnership between him and the company. This process must clearly convey what is wanted for him and what is wanted from him. The end goal is a hassle-free signing day where all things have been spelled out previously and reinforced throughout our process.
The First 30 Days on the Job
This is an individual, job, and industry specific on boarding tutelage. It is not a cookie cutter HR onboarding process. We lay out the items that must be prioritized in the first 30 days starting from who they need to meet in their line of sight, to financial priorities, to community engagements, to family needs, etc. It is the single most important time frame in the job cycle.
The Development Phase
In our office, development refers to aiding in the ongoing, never-ending improvement of the individual. We are invested in the partnership with the hire and the company to increase the value of the candidate. As you have read, it’s not a “set it and forget it” mentality with Peak Scouts. Our approach is cradle to funeral. If you want our help in the afterlife (retirement), we’ll be there for you too. We are a lifeline for the new hire for day-to-day activities, crisis management, education needed for growth and long-term planning.
The Retention Piece
I am often asked “What if we develop him and he leaves?” To which I retort, “What if you don’t and he stays?” Authentic recruiting never stops. We engage in an ongoing assessment and evaluation while they are employed in this new position, so you as an employer can be authentically engaged in the recruiting process while they are gainfully employed by you. We are committed to maxing out the potential of the hire and the possibilities of the job. Retention done the right way is a cost saver on many levels.
The Upgrade
Once we’ve systematically raised the value of the hire and position, it’s time for an internal promotion or to help them move onward towards their dream job. When we hire to fill that newly vacated position, if we did our job right, both the value of the position and the value of the individual have been raised. That’s our goal. So, the next time around, we can hire an individual with a higher floor and ceiling for the same price.
I hope that answered your question. If anyone has any further questions or wants to explore how you can implement this system into an existing culture, feel free to reach out here or send me a private message. Make sure to check out our website at www.peakscouts.com
Best,
Dave Dagostino
Managing Director
Peak Scouts
This post originally appeared on LinkedIn. View it here.
