Tom Peters says that if you look for the «wow» of customers, first you must get the «wow» of people who will generate the «wow» to customers. So, first people and then customers. Investing in people in an organization should always be the top priority. But not only. Also invest in those people who are not part of your organization now, but who can be key to future business development.
Attractive projects are those projects that have a long look. But, as with everything, it’s easy to say and difficult to act on. If we’re really building a project for the next 20 years, why do we stop looking for talent when things aren’t going so well? Looking for talent is not synonymous with hiring people. Looking for talent is synonymous with being in touch with people. People who someday, either within one or five years, can join your team and help you make a qualitative leap.
"This is about people. It's about human relationships. And we all know that relationships are cultivated over time, with small details and affection."
Talent, apart from looking for purposeful, challenging, long term projects with growth possibilities, is also looking for coherent projects. Companies that do what they say they will do. What about all those people who were in a selection process before COVID-19? Have we kept in touch with them? Or do we wait to contact them when things go well again? We may have already invested a lot of money in employer branding and in having an attractive job page, but if we do not maintain the relationship with the people with whom we have already started a dialogue, all this will have been for nothing.
The most important decision we make as managers is who we add to our team. At that moment, the future of the company is at stake.
"Selecting talent is not an art, but a method. It takes time and strategy."
I am one of those who believe that any manager/team leader should dedicate a percentage of his or her time to finding future talent for his or her team. The most important decision we make as managers is who we add to our team. At that moment, the future of the company is at stake. That's why this mission must be a stubborn priority. And for it to be a priority, it must be part of your agenda. It is a matter of anticipation and results. If as managers we do not cultivate such a habit, when the need arises it will be too late. Then, everything will be rushed, and the process will no longer be done with the necessary rigor and professionalism.
Selecting talent is not an art, but a method. It takes time and strategy. Nothing more. But both are absolutely necessary to succeed. My friend and ESADE professor in B2B management, Oscar Torres, always says that in B2B sales "Pipeline is freedom". And I would add that in talent acquisition it is also true. The more people you meet, the more likely you are to find the right person at the right time. And that's priceless. It's priceless. Putting time and strategy into finding future talent should be one of the top priorities of senior management and any manager. Professionals who not only want to manage the present well, but also prepare the company and its team for the future. Don't wait for better times to start, then it will be too late. The time is now.
