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SUCCESSFULLY RECRUITING TOP TALENT

AN ESSENTIAL BOOK FOR ANYONE WHO IS INTERVIEWING CANDIDATES

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AN ESSENTIAL BOOK FOR ANYONE WHO IS INTERVIEWING CANDIDATES

Attracting top talent is quickly becoming one of the most vital management competencies at all levels of an organization. Naturally, the process of selection happens during interviews.

 

An increasing number of managers start to understand that in their conversations with top talent, their focus should be on attracting. However, only few know that the really good candidates should be addressed in a completely different way compared those that are merely good candidates.

 

The current Dutch labor market is becoming increasingly tight and attracting talent is more and more of a challenge. At the same time, the role of talent is gradually becoming more prominent in the strategy of organizations that need to move with the changes in their markets in a quick and flexible way. Managers are increasingly dependent on talent to achieve their goals, making the battle for talent fiercer than it has been in years.

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FORGET NORMAL JOB INTERVIEWS

IN 'SUCCESVOL BINNENHALEN VAN TOPTALENT', YOU LEARN WHEN YOU SHOULD FORGET EVERYTHING ABOUT ORDINARY JOB INTERVIEWS AND WHAT YOU SHOULD DO IF YOU KNOW FOR SURE: WE NEED THIS PERSON IN OUR COMPANY.

'SUCCESVOL BINNENHALEN VAN TOPTALENT' HAS FIVE CHAPTERS

1. TOP TALENT IS DIFFERENT – WHAT ARE TOP TALENTS AND WHY ARE THEY SO VALUABLE?

 

Managers agree that few things are more important than recruiting the most talented people. Just like the best football player in the world have plenty of clubs to choose from, the very best professionals can often choose which company to work for.

2. HOW TOP TALENT SEES THEMSELVES

 

There is an important characteristic of top talent that distinguishes them from average talent: self-perspective. A top talent looks at themselves differently than average talent. The chapter offers an insight into this self-perspective, together with three characteristics that distinguish a top talent from a normal talent.

3. TOP TALENT DOES NOT SELL THEMSELVES

 

A top player is probably not sitting on the bench, but is on the field. It is obviously not a set law, but we start from the assumption that top talent is rarely actively looking for a job. That does not mean, of course, that they are not latently searching. Top talents therefore have little to lose in a conversation with a hiring manager. This is quite fundamental, because it changes the state of mind of the candidate.

 

4. HOW TOP TALENT SEES THE WORLD AROUND THEM

 

In the previous chapters, we have discussed how a 9 (i.e. a top talent) can be recognized and how a 9 differs from a 7 (i.e. an average talent). Another important aspect by which a 9 can be recognized is its view of the world around it. Whereas in the second chapter we explained how top talent and ordinary talent differ in the way they look inwards, here we discuss the difference in how they look outwardly.

 

5. HOW TOP TALENT SEES YOU

 

'I don't feel that I can learn any more from my manager' is one of the most common comments we hear from top talents who are latently looking around on the labor market. So far, it has mainly been indicated how a 9, compared to a 7, looks at the world around him and at himself, but in this chapter, we will discuss how a 9 looks at you as a conversation partner. It is very important for a 9 who exactly is the hiring manager sitting in from of them.

WHAT OTHERS SAY ABOUT SUCCESSFULLY ACQUIRING TOP TALENT

In a world that is increasingly digital, the value of top talent is increasing exponentially. Attracting and developing talent is not a transaction. It is a connection. This book gives exceptional new insights on how to achieve this.

Henk Jan Gerzee

Royal Schiphol Group, Chief Digital Officer

A powerful book that can immediately be applied in interviews with candidates. After reading it, you will drastically change your conversations with top talent.

Jeroen Pietryga

Co-Founder, Mobuyou

The rule of the 'vital few' states that 20% of your workforce is responsible for 80% of the organisation's output; more than enough reason to go through this book in one go: disruptive but original message, directly applicable in practice, and thoroughly substantiated. A must for those who want to recruit A-players!

Prof. dr. Dirk Buyens

Professor of HR, Vlerick Business School

We all endorse the importance of people in our companies but often, we pay too little attention to the people practices that are essential for creating value in the company. Attracting people is one of them. This book shows a cool different way to bring in those talents that really make the difference.

Hein J M Knaapen

Chief HR Officer, ING

People make the difference: This book offers new insights into how you bind top talent to your organization.

Sander van der Laan

CEO, Action

This is a unique book with a truly exceptional message. Not just any other book about talent, but one with well-founded practical tips to make the connection with top talent more successful in interviews.

Pieter Saman

CEO, Bever

With the current pressure on the labor market, it is becoming increasingly difficult for companies to recruit real talent. Talents know this, but do companies recognize this problem enough? This book provides wonderful insights into how companies can further develop and prepare for this current and certainly future challenge. Insights and practical applicable tips to prepare your company for the Talent challenge!

Stephan van Kuik

VP Sales / Business Development Director, Dairy, UK, Ireland, Belgium, Luxembourg, Netherlands, Danone

ABOUT THE AUTHORS OF THE BOOK

Bart Dietz is the founder of SalesQuarters, former partner of Career Openers and Associate Professor HRM at the Rotterdam School of Management, Erasmus University Rotterdam.


Rainier Beelen is a partner at Career Openers. Together they have over twenty years of experience in recruiting, selecting and supervising top talent.

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