As a part of our talent acquisition engagements, we ask our clients how they define “top talent” and how they would assess those traits in the interview process. Reflecting on the insightful comments we hear every day, we thought there would be great value in a new blog in which senior executives/thought leaders share their “Take on Talent.”
This is the ninth in a series of blogs/interviews with senior executives who are thought leaders in the areas of Talent Acquisition, Career Development and Leadership who will share their perspectives on this ever present question.
Christopher Stancombe is the Chief Operating Officer for Capgemini Business Services. Christopher joined Capgemini in 2005. He has been instrumental in the growth and development of the Business Services Organization and has successfully established Capgemini as a worldwide leader in Finance and Accounting Outsourcing. He leads the delivery organization that supports a broad range of services to clients and drives innovation across all of our offerings.
What are the top five characteristics of the most talented people you have encountered during your career?
That’s a really tough question. Everyone is different, of course, so identifying five characteristics that are common to all is difficult. I’ll give you three as a compromise!
- They are passionate. This is most important for me. To be successful, you have to have passion for what you do. It’s infectious, and it brings people on board with your ambitions. Personally, I can’t help but admire people who enthuse about their work (whatever the nature of that work might be). It certainly makes it easier to build trust and form a professional bond when there’s a clear energy and enthusiasm in the room.
- They are professional. It may be an overused word in business circles, but taking a ‘professional’ approach can’t be underestimated in my opinion. I want to know the people around me have got the right skills, qualifications and experience – but also that they take their profession seriously. All the best people I encounter demonstrate a real interest in their industry – which extends to things like their commitment to CPD and their involvement in professional bodies.
- They care about people. Being people-centric is critical to success, especially in this type of industry, where building a strong team and network of people goes hand in hand with delivering our core business objectives. Having the strength to make a decision on behalf of your people, whether it turns out to be right or not, will make for a more united and motivated team.
How do you communicate these characteristics to your HR and senior management team?
There’s a correct assumption there that I seek out these characteristics in new recruits. In practice, this means getting involved in the recruitment process early and ensuring HR and SMT know what to look for in potential candidates. It’s also about making sure we sell our own organization to those candidates. If we’re demonstrating the passion, professionalism and person-centric values we want, it’s more likely we’ll find the right fit during interview.
How do you handle challenges to the existing culture by talent you have brought in?
I’d go back to my previous answer. Get the recruitment process right and it’s much easier to foster a workforce with a common set of values and commitments. This will minimize any challenges to your organizational culture. But if you do encounter challenges, my advice is always to respond quickly and rectify the situation as early as possible.