ANA BER

 | 

DR.PENDL & DR. PISWANGER ROMANIA SRL

  |  31.03.2013

The “most wanted employee”: skills, competencies, recruiting manners

Ana Ber, Managing Partner P&P Romania: During these tough times for economy, companies must still thrive to recruit and retain the best candidates while keeping costs down.

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ANA BER

ANA BER

MANAGING PARTNER at DR.PENDL & DR. PISWANGER ROMANIA SRL

The war for identifying talents and transform them into the „most wanted employee” is a never ending story but more actual nowadays than ever in light of the increasing complexity of markets, industries, jobs, hierarchies in organizations and the increase of matrixes and multifunctional roles.

 

Insights on 2 questions:

 

1. Which are the skills and competencies needed to become the „most wanted employee”?

2. How do you recruit future “most wanted employee”

 

1. The answer to first question must take into account the organizational strategy, the level in the organization and the right management of career paths inside the companies.

 

Organizational strategy is directly linked to business strategy and influences the size, complexity and accountability of roles. Hiring the ideal candidate for each position involves balancing the job critical characteristics with the skills each candidate currently possesses.

Look for potential when seeking new employees and pay attention to how the candidate fits with existing company culture. The top performers already in a company provide a basis for judging what to look for when hiring more top performers.

 

At the lower levels the educational background - “although education and skills are strongly related, exclusive reliance on measures of educational attainment to predict adult skills will lead to considerable error” (Murray, Owen, and McGaw, 2005, 61) - and the potential to grow are more accountable, at higher levels just the status of “high potential” is not enough anymore, job and cultural fit are essential. As the recent crisis showed, it can be very difficult for companies to fill in management positions with people who would fit the internal and external circumstances. As a consequence, the top management should take a more important role in supporting the talent management strategies. Top managers should avoid hiring people whom they happen to know and like but may lack the experience, expertise and cultural fit to succeed.  If these challenges are on the executives and HR departments agendas by treating them right the danger of losing talents on the way decreases dramatically.

 

Even though the talent management programs are extremely important for organizations we should not forget that the responsibility for making the right career choices is mainly individual. (see Douglas T. Hall “Careers In and Out of Organizations”, 2001).

 

The most wanted employees are able to mix in between roles according to the organization’s needs – switching between operational, strategy and collaborative role would be the ideal mix for ensuring the success when reaching a senior executive role.

 

What really matters to top managers in 2012 shows the last survey by Pendl & Piswanger, carried out between Sept. 3rd and 14th.  611 international top managers from Austria and

CEE, covering CZ, HR, HU, RO, RS, SI and SK, participated.

The vote was clear – with around 20%, the most mentioned and most important trait of a CEO (out of 16) is „strategic thinking“.This result is the same across all countries where the survey was carried out.

 

After this, the picture becomes regionally diversified: while a CEO in Austria has to be quite „decisive“ (12%), has to have good „interpersonal skills“ and „communication skills“ (11% and 9%) and a high degree of „authenticity“ (also 9%), the focus in CEE lies – with sometimes great differences between the countries – on „results orientation“ (10%) ahead of „communication skills“, being a „change agent“ and „integrity“ (each 7%).

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