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Does it best
Since the first Google search in 1998, the Google organization has grown to become one of the most
well-respected and innovative companies in the world. And how many organizations can take credit for
their name generating a new verb? In 16 years, Google’s market valuation has grown to an estimated
US$46 billion. Not only is the company known for its innovation, it has also built a reputation for attracting
and retaining the brightest and most driven talent available. So much so, that they have hit the number
®
one spot on Fortune’s 100 Best Companies to Work For list three years running—2012, 2013, and 2014.
So, what attracts people to work for Google? The organization figures out what’s important to their
Googlers, as employees are called, and they deliver it. Google is famous for their employee-friendly perks
such as on-site free cafes, dry cleaners, bowling alleys, and nap pods—all designed to encourage
collaboration and help Googlers work around the clock. Google encourages autonomy and open, creative
dialogue, and offers one of the best compensation packages in the tech industry. It’s an attractive
proposition for top talent. 4, 5

Tips to develop Attracts top talent

1. Don’t know if you’ve got the right talent? Start with the end in mind. When you know where
you’re headed, you can define the kind of talent needed to get there. Articulate, as clearly as you can,
the critical priorities to be delivered by your team, unit, or organization. What is it that you need to
achieve? What does success look like? Short-term and long-term. Define what kind of talent you
need. What skills will be critical to delivering success, now and in the future? Where is deep expertise
and knowledge needed? What critical roles need to be in place? What experience is needed from
critical role holders? Involve others in the discussion where you need to. Review what comes out and
make a comparison with the talent already in place. How does it compare? You may find you have
the right skills, knowledge, expertise, and experience in place. You may find there are gaps to fill.
Either way, you’ll have the clarity you need to take appropriate action.

2. Not hiring the right people? Look beyond the resume. A great resume is attractive and often the
first contact we have with a potential hire. You can see their skills, experience, work history, and
education. What you might call their can-do qualities. So how come those with the best resumes don’t
always turn out to be right for the role? Research shows that many new hires fail because of factors
beyond any lack of skill or can-do quality. More likely, they find themselves at odds with motivational
factors such as the culture, values, compensation structures, promotion opportunities, etc. Don’t rely
solely on the resume when you evaluate someone. Treat it like an advertisement—a small (and not
always dependable) part of the equation. Find out what motivates and drives the person. Ask about
values and what’s important to them. What do they want from a role and an employer? Pay attention
to patterns and themes in their responses. What’s their mindset? Will they fit the culture? Maybe have
them complete a formal biodata inventory, which contains factual questions about life and work
experiences as well as finding out about opinions, values, beliefs, and attitudes. Biodata instruments
can capture the past behavior of a person and thus help predict how they’re likely to act in the future.
Use this additional information to complement the resume. To make an all-round assessment of
suitability.

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