Identifying Top Talent – Developing companies will adopt this new concept of keeping employees employable to maintain profitability. Health and well-being of their Employable Talent, and effective business practice in the global marketplace. Therefore coming up with a better strategy for identifying top talents will help any company. 

Resilience in the workplace

Research of executives who have experienced unplanned but successful career transitions indicates that they prevailed because they possessed a high degree of resilience. Resilience is similar to when a tree faces a strong headwind and bends but does not break. Whether an individual has learned or acquired or possesses a natural tendency to be resilient. The trait demonstrably enhances that person’s adaptability to unwelcome developments along the career path. Resilience enhances one’s adaptability to change. While this truth applies to positive transitions, it’s more evident when people face adversity. 

We view each career and life challenge as if it were all a game among some resilient individuals. Challenges and obstacles are there for a reason, for us to embrace them. They are springboards to more extraordinary accomplishments and a more stimulating existence. A downturn on the job—even summarily being fired—is a big challenge. But in the grand scheme of things, it’s one of the many challenges that life presents. Survey some of the top leaders and executives in all industries and professions. See if you’ll find that nearly everyone has a story about a job they failed during some aspect of their careers.

Spotting a High-Resilience Individual

One of the most significant blind spots and most complex of the Four Pillars to ascertain in an interview process is resilience. It is easier to assess the remaining pillars through external sources such as background checks, financial checks, and conversations, but to evaluate a candidate’s resiliency takes practice honestly. But, having a highly resilient employee on your staff is to your benefit. They can see an obstacle as a guidepost along the path to a project or their career success. They can adapt in various situations, making them viable and gravitating toward optimal solutions.

How can you tell if someone you’re interviewing is likely to have a high resilience factor? While there may be no foolproof test, the following questions will yield a wealth of information:

  • How empathetic are you with others?
  • Are you a good listener?
  • Do you have a well-developed sense of intuition, and do you trust it?
  • Are you able to read and quote other people easily?
  • Have a challenging career or life experiences helped you become more assertive?
  • Are you able to find positive aspects in a bad situation?
  • Can you convert an unfortunate incident into something positive?
  • Can you calm yourself in bad situations and focus on practical actions?
  • Are you usually optimistic, expecting things will turn out for the best?
  • Do you regard most difficulties as merely temporary?
  • Can you proceed in the face of ambiguity and uncertainty?
  • Do you have a healthy self-concept; are you generally self-confident?
  • Are you able to improvise when things don’t go according to plan?

Positive responses to eight or more of these questions signify that you’re in the presence of a resilient individual. Positive responses to four or more questions reveal average resilience with the potential for increased stability through learning and adopting new outlooks. Conversely, less than four positive responses likely indicate low resiliency skills.

Selecting Top Talent – most senior leaders are better at evaluating someone in their organization to say then they are not delivering than for them to assess a person in the interview process to see if they will provide what they are looking for. The problem here stems from the flawed foundation of interview management evaluation and technique. 

One major hindrance to properly evaluating Employable Talent is emotional attachment. In our culture, we try to train ourselves to want to like people and people to like us. So, we avoid asking definitive, directed questions that could cause one to fail in their answers. However, if one has enough courage to ask these questions and then the interviewee stumbles, the interviewer is more likely to change the question to assist the interviewee.

The essence of Employable Talent is for one to use this concept to enhance their interview skills and see the value of how to look for such talent proactively versus reactively. Once you understand the context of employability today, many of your actions and activities will spring forth naturally. You’ll be better at recognizing individuals who can make specific contributions within your operating culture and looking past traditional indicators. Such as what college they attended, what classes they completed, or the other tickets they punched. You’ll be able to identify individuals who can enhance your organization’s mission and generate contributive value. 

Retaining Top Talent- One of the biggest frustrations that CEOs and leaders today are experiencing is effectively managing across the five generations within the workforce. Surprisingly, this one pain point affects many facets within an organization, such as company effectiveness, recruiting, retention, turnover, and compensation, to name a few.

The notion that generations have distinct personalities extends back to at least 1991 when Wade Strauss and Neil Howe introduced this approach to understanding human resources in their book, Generations. The authors proposed that a generation must span at least a 20-year range to establish a personality. Individuals within each generation share a significant number of attributes. These shared attributes help make identifying, recruiting, and retaining workers for optimal gain an easier task.

As an organizational leader, your job is to bring top talent into your company, integrate them with the five generations in the workplace, retain your best employees, and keep your organization moving forward. Therefore, it is imperative to understand and assimilate the Four Pillars of Employable Talent and contributive value interviewing in your company practices to have a balanced and thriving workforce.  

Being resilient, maintaining personal balance, devising a strategic career plan, and having an active financial plan in place can help promote the health and well-being of each employee in your workforce. Among your Employable Talent, a greater level of knowledge of these Four Pillars and how they work with one another is a significant component of solidifying and bolstering the new age employment agreement.