Many organisations failing to attract ‘game changers’

Nick Elvin

A major shift in traditional recruitment practices is needed if employers want to identify candidates who are ‘game changers’.

That’s according to new research from business insight and talent consultancy eg.1, which suggests many organisations are failing to attract people that could bring special qualities to a role.

Almost three quarters (72%) of leaders/senior managers surveyed believe less than 11% of their employees are game changers.

The study identifies ten key behaviours of a game changer:

• Big picture thinkers;

• Very strategic;

• High on vigour;

• Creative idea generators;

• Passionate about the idea;

• Ambitious, obsessive drive to succeed;

• Risk takers;

• Strong influencers of people (above and below);

• Great at articulating a vision;

• Likeable.

Nathan Ott, CEO of eg.1, said: “Everyone wants to recruit someone who has that ‘special something’ but the reality is very few organisations go about recruitment and talent management the right way to identify them.

“Organisations will die a slow death if they continue recruiting in the same old traditional way. By setting an assessment criteria based on things like previous job role, industry experience and vanilla competency frameworks organisations are missing out.

“Recruiters need to spend more time really getting to know their potential candidates – only then will they start to understand whether they have the DNA of a game changer.”

The research, entitled The DNA of a Game Changer, was undertaken in two phases: a qualitative study of senior business leaders and quantitative research, conducted in partnership with Dialogue.

It also found that 84% of leaders/managers do not believe a game changer has to hold a senior role in an organisation, while two-thirds (61%) of leaders/managers said they believe natural qualities in game changers can be further nurtured to aid the fulfillment of their game changer potential. In addition, leaders/managers believe game changers add most value to the business with innovation and creativity (56%), instigating change (39%) and strategic thinking (36%).

Ott added: “Leaders need game changing individuals, at every level across their organisation, who can see ahead of the curve, are willing to take risks and have the drive to make change.

“Just because someone doesn’t fit into the current model doesn’t mean they won’t achieve. It will be the organisations that are successful in identifying people with this DNA and create the right environment for them to thrive that will be the winners in the decade to come.”