Just as new positions such as the CTO have become strategic essentials, so will the recruiting partnership become a must-have in developing the next generation of business leaders.
agile talent
High Learning Agility: Success Through Uncomfortable Thinking
Candidates who demonstrate high learning agility can get comfortable with uncomfortable ways of thinking, and can succeed where others may stumble
Learning Agility Can be More Important than Experience
Learning agility is an important universal indication of top talent. Paired with adaptability it is one of the essential characteristics of innovative leadership and agile talent.” Recently in Thailand, on the occasion of the annual global conference of Cornerstone International Group, I presented to a group of local CEOs on how to select tomorrow’s Top […]
Agile Talent Series: Dig into the Candidate’s Background
If you are the smartest person in the room, you are definitely in the wrong room.” – Michael Dell Ambitious interviewers are anxious to get a crystal-clear picture of candidates including their personalities and primary social motives. It is also wise to dive deeper and take a close look at the candidate’s background: The professional background […]
Hiring Top Talent: Why You Need a Weighted Feedback Form
Editor’s Note: This is the sixth in a series by Ralf Knegtmans of Cornerstone Amsterdam, author of the recent book Agile Talent: Nine Essential Steps for Selecting Tomorrow’s Top Talent. After years in the executive recruitment field I have come to believe that the proper theoretical background and sufficient practice can help anyone to improve […]
Make Talent Selections More Objective and Quantifiable!
We do not see things as they are. We see them as we are!” – Harry Freedman, author and entrepreneur In my previous column on Agile Talent, we discussed the second of nine steps which make up the three stages of talent selection – Preparation, Selection and Verification). That column showed that you will get […]
Agile Talent: 5 Top Hiring Mistakes
In my experience, almost all organizations take the selection of talent seriously. Still, the practice of everyday selection is rife with mistakes.