Carmen Bryant, Director, Americas Employer Insights, Indeed, shared her thoughts on the traits that define exceptional employees during her presentation to Argyle’s CHRO membership at the 2016 Human Capital Leadership Forum: Fall Event in New York on Sept. 22. In her presentation, “Transformational Talent: Portrait of the High-Potential Workforce,” Bryant explored how CHROs can recruit and hire employees who inspire teams and invigorate businesses.
To highlight what it means to be a “transformational talent,” Bryant used a sports analogy.
According to Bryant, a runner who finished first in a race was able to run at an outstanding pace. In fact, this runner performed approximately 23% better than the top 1% of racers, a clear indication that he dedicated the time and resources necessary to thrive in a competitive environment.
“You can really see the impact of goals and determination of the finish results,” Bryant noted. “The impact of goals, training and determination can absolutely impact results. We don’t just see this in sports. We see this across an array of industries.”
Furthermore, Bryant pointed out that it takes more than collecting and evaluating worker data for an employee to discover transformational talent.
“The impact of goals, training and determination can absolutely impact results. We don’t just see this in sports. We see this across an array of industries.”
She noted that employers must be ready to analyze worker data in myriad ways to understand what differentiates an ordinary worker from a transformational one.
“We do a lot of customized analysis,” Bryant stated. “But we also want to make sure we’re looking at best practices and taking that 30,000-foot view to understand what’s happening in our industry.”
Ultimately, transformational talent can make a world of difference in any organization, at any time.
Bryant pointed out that transformational talent consistently goes above and beyond the call of duty, and as such, is driven to succeed. Thus, transformational talent embraces challenges and is willing to do everything possible to overcome such issues day after day.
“There’s an innate bias towards action,” Bryant said. “There’s also the capability to learn how to do things effectively.”
In addition, employers are responsible for recruiting top talent – an ongoing challenge that plagues many employers worldwide.
“Top talent has a lot of options,” Bryant pointed out. “In fact, average talent in this market has a lot of options. And top talent has even more.”
To differentiate themselves in a highly competitive global marketplace, employers must be able to inspire workers.
Transformational employees are more likely to remain loyal than everyday workers, which means employers must do whatever they can to recruit and retain top talent and foster long-lasting partnerships with transformational workers.
“Average talent in this market has a lot of options. And top talent has even more.”
Bryant also noted that transformational talent is much more likely to be motivated by meaningful work than traditional employees.
“[Transformational employees] want more interesting, challenging and complex work,” she stated. “[They want] a better work environment. … They want to be in an environment where they can do their best work.”
Today, transformational talent is rarely, if ever, motivated by compensation and benefits. On the other hand, transformational employees are self-motivated and want to be challenged and engaged by their day-to-day activities.
To find transformational talent, employers must be ready to devote time and resources to engagement, recruitment and retention. If employers make investments in employee engagement, recruitment and retention, they may be able to find the best ways to keep transformational talent happy and build a successful culture.
Also, employers should be prepared to mine employee data and ask workers for feedback to better understand why these workers may choose to work for a particular organization over another.
Employers of all sizes are battling for transformational talent, as only a limited number of skilled, experienced and self-motivated people can help a company achieve its long-term goals. And as a result, employers must be able to incorporate relevant content into job descriptions, company missions and other external content.
“[Great content] can help your candidates self-select to walk through the door or to not,” Bryant said.
How employers resonate with candidates may impact their chances of recruiting and employing transformational talent.
If an employer outlines its mission and goals to an applicant successfully, it may boost its chances of finding transformational talent that can deliver substantial results. Or, if an employer fails to dedicate the time and resources to recruit transformational talent, it may struggle to move ahead in any industry.
Becoming an industry leader remains a goal for many organizations. Accomplishing this feat usually requires transformational talent, and without it, an employer is unlikely to gain ground on the competition or differentiate itself from rivals. But with a commitment to finding and employing transformational talent, an employer may be better equipped to discover skilled employees who can help an organization reach new heights.
Carmen Bryant is one of Indeed.com’s go-to people for telling their story to the market – on stage at events, during industry-wide webcasts and in conference rooms at the largest companies. As both a product and customer expert, Carmen also works closely with Indeed’s sales force to help develop effective account specific go-to-market strategies. Carmen was previously at NBC Universal where she led the trends and insights practice for the Content Innovation Agency including oversight of The Curve, a trends and insights brand that examines consumer culture. She has also held positions at Essence, L’Oreal USA and Philip Morris USA.
She currently resides in Brooklyn, NY with her family.