• Tara Howard

Seeking Superstars

Updated: Sep 7, 2019

Our client strongly believes that their competitive advantage lies in hiring and retaining great people. Great people who disrupt the status quo with flexible, creative and digitally ready mind-sets. The CEO’s belief in the power of great people is so profound that he is determined that their organisation will out run their competitors with the simple tactic of injecting new talent into their graduate pipelines. He gave the HR Manager a mandate to “catch superstars who will execute our strategy in half the time we have given ourselves”.

Faced with over two thousand applicants for their graduate trainee program, the HR Manager was overwhelmed with the task of finding the potential superstars amongst the chaos of thousands of CVs. She had a clear understanding of how they defined great people, but she had no clarity of how to differentiate the ordinary from the exceptional. She knew there were future CEOs in the piles of CVs, she just didn’t know how to find them. She needed a strategy that was fair, objective, efficient and accurate.

This is how Leap Consulting helped her:

1. Our quest to catch superstars started with profiling the roles that the superstars would adopt. We wanted to attract those with potential to be generalised leaders. Although they had specialised skills, we wanted multi-hyphen executers who were able to creatively solve problems by using data analytics. We created profiles of what the perfect match would be like against the requirements of the roles. With a forward thinking approach, we detailed not only the demands of the current role, but also what the role would look like in five years’ time. We documented what competencies, potential and personality traits the ideal candidate would need in order to develop into the future role.

2. Once we had a clear picture of the types of superstars we were searching for, we refined the two thousand CVs down to one hundred based on qualification and experience.

3. We engaged all one hundred short-listed applicants over email and explained that they needed to go through a selection process which would be fair and objective using a dynamic range of online assessments. All one hundred applicants completed our swift aptitude, verbal reasoning and integrity assessments.

4. With a clear profile of all one hundred applicants qualifications, experience, critical reasoning, and integrity, we were able to objectively refine our candidate pool to twenty. Our mission was to select the ten best-fit superstars from this pool of twenty.

5. To ensure the differentiating factor between ordinary and great, we then asked the twenty shortlisted candidates to complete our management personality assessment. This allowed us to accurately predict who would perform best based on our superstar profiles. Based on these profiles we ranked the 20 candidates in order from best-fit to least-fit.

6. We presented the rankings and detailed objective reports on each of the twenty candidates to the HR Manager to assist her to make her decision on who should be invited for the interview phase of the selection program. Our reports highlighted the superstars and provided the HR Manager with unique interview questions for each candidate based on the feedback from their psychometric profiles. The reports empowered her to make confident selection decisions based on which candidates were most suitable for their culture. They selected ten candidates for interviews. The selection had been so accurate that all ten candidates were offered places on the graduate trainee program. Each interview was engaging and dynamic and no time was wasted on interviewing someone who was not the right fit or did not have the right motivation.

7. We provided the HR Manager with individualised development plans for each candidate based on the feedback from their reports. We also made valuable suggestions for the new hire’s on-boarding program.

Two months after the graduates' induction and the HR Manager has been praised tremendously by the Executive team for the quality and professionalism of the new graduate trainees. They are curious, coachable and competitive. They are exceeding in their probationary targets which are linked to innovation, revenue and customer retention. They are quickly branding themselves as the game changers.

Apart from the refreshing assurance that there were no costly bad hires, the HR Manager benefited from using our psychometrics by being able to assess so much more about the candidates in a way that accurately predicted performance. The recruitment process was swift and economical, and she had the confidence that all applicants were treated fairly with no subjective bias in the selection process. The candidate recruitment journey and all the assessment reports were branded with the company logo to emphasise the attraction of the candidates to a digitally oriented brand. At the end of the day, you bet on people, not on strategy. This is why we work best with forward thinking organisations who go out of their way to make their people practices world class.

At the end of the day, you bet on people, not strategy.

13 views0 comments

Recent Posts

See All