Talent drives strategy on and off the football field. For the most part, quarterbacks dominate the total points depending on the scoring system, the number of teams in your league, and the number of starting quarterbacks. The crucial conversations surrounding the value of quarterbacks are complicated. The running back discussions take the following variables into account: scoring opportunities, passing, and rushing yards. Wide receivers are typically more durable than running backs, but are limited to receiving yards and scores. The philosophies differ between getting the best running backs and rolling the dice on the wide receivers, going with the best wide receivers, to getting the best combination possible. Tight ends are injury prone and kickers and the defense team are hard to predict. Most importantly, both are so difficult to predict it’s advised to use a late-round pick on them.
Here are a few other questions that many football fanatics ponder before making their picks:
• Do you take what the draft gives you – auction vs. draft?
• Do you have backups?
• What’s the point system?
• Do you want players on the same team?
• What are the miscellaneous factors of your schedule/bye weeks?
It’s interesting to me that most companies don’t invest as much time in their people strategy. Small and large companies know who our quarterbacks are. These rain makers are the top earners of our organizations. They have the relationships with our customers, vendors, and most stake holders. Do we know the probability that he/she will get injured or picked up by a different team? Re-hiring our top talent at the beginning of every season is a smart move. Defining the criteria to evaluate the value of our blockers and tacklers and aligning strengths with the right position/projects are critical for developing dream teams in all industries. Considering the bench strength for the unpredicted life events is an ongoing exercise. The philosophies differ from leadership style, tenure vs. talent, compensation plans, evaluation criteria, culture fit, and paying for talent.
Here are five steps I’d recommend pondering as you go into the corporate budget and strategic planning season:
1. Define your objectives (high potential employees – how will you develop and keep them?)
2. Assess your current situation (bench strength – what holes do you have?)
3. Determine opportunities and limitations (internally and externally – are you self-aware?)
4. Convert objectives into action plans (Specific, Measurable, Attainable, Realistic, and Time bound goals)
5. EXECUTE! (Ensure your budget aligns with the recruitment plan to attract and retain the traits, qualities, and criteria necessary to carry out objectives)
The strategies among companies are remarkably the same, the difference lies in execution.
Talent drives strategy…look at the score board. Are you winning?
Chris Carlson, Managing Director
Chris is an experienced executive in the staffing industry. She has developed operational analyses, implemented programs/compensation plans, and has assisted hundreds of firms streamline processes and upgrade the competencies of its workforce. Finding innovative ways to generate new business, isolate top talent, and build teams is her passion. She has designed and executed many successful strategic marketing/recruiting plans and promotions. Chris began her career at Aureus Group, a full-service professional recruiting firm, in 1994 and currently serves as the managing director of Aureus Group specializing in the Finance and Accounting, Information Systems, and Executive Leadership roles in all industries including; Healthcare Administration, Banking, Finance, Insurance, Commercial Services, and Manufacturing. In addition, Chris is a Certified Professional Consultant, and has an Executive Master’s of Business Administration from the University of Nebraska at Omaha.