Insights into the forces shaping our industry.
Top Talent
Hiring Advice
Top talent—highly skilled, successful, and sought-after professionals evaluate career moves differently from others. Their decisions are based on a mix of personal aspirations, strategic career goals, and organizational factors.
Here’s what they typically prioritize:
Vision and Purpose: They seek organizations aligned with their values, offering the opportunity to work on meaningful and impactful initiatives.
Industry Trends: They look for industries or companies at the forefront of innovation, disruption, or growth.
Growth Potential: A clear path for professional development or the opportunity to lead transformative projects.
Leadership Quality: They assess the CEO, board (if applicable), and leadership team to ensure alignment in leadership styles and vision.
Culture is critical. They’re seeking a collaborative, empowering, and progressive environment. Overly bureaucratic environments are red flags.
I hear most often from candidates that they are seeking opportunities where they can lead major initiatives, implement strategy, or drive significant change. They want autonomy and trust to make impactful decisions. They want the opportunity to create a lasting impact or build a legacy in the organization and / or the electrical industry.
When vetting candidates, compensation is often not the main driver in their decision to make a move. That said, compensation and incentives must be addressed as part of the process. Salary must be competitive, with appropriate and obtainable bonuses / variables, and for senior level roles, equity is becoming a standard expectation. Candidates want long-term incentives tied to the company’s success and growth. One size does not fit all when it comes to compensation packages. Tailored compensation packages that reflect the candidate’s personal and family needs, such as relocation support or flexible arrangements, are becoming more critical.
Candidates will be doing as much research on your company as you do while evaluating them. Candidates will consider the company’s market position, financial performance, and future prospects. They’re seeking a strong brand and reputation. They want to associate their personal brand with respected organizations. Environmental, Social, and Governance factors increasingly play a role in candidate’s decision making.
Even at the highest levels, work-life integration matters. Top talent looks for roles that allow for personal and family priorities. Proximity to family, reasonable travel demands, and location desirability are considerations.
Onboarding support is critical to landing and retaining top talent. Candidates will evaluate whether the organization has a strong onboarding plan. An existing strong leadership team reduces the risk of failure and is a positive sign. Candidates will assess the organization’s readiness to pivot during economic or market shifts. The opportunity to mentor emerging leaders or collaborate with industry icons can be a deciding factor. Roles that enhance visibility and credibility, such as media appearances or keynote opportunities are a growing factor.
True top talent is not merely seeking a job but a platform to amplify their influence, achieve personal and professional fulfillment, and contribute meaningfully to a larger vision.
Senior leadership should be assessing the following when looking at the company’s readiness to attract and retain top talent:
- Do our employees understand and embody our mission, vision, and values?
- How would employees describe our workplace culture in one sentence? Is it aligned with what we aspire to be?
- What feedback do we consistently receive in employee surveys?
- Are there gaps between what we say about our culture and what employees actually experience?
- Are our compensation packages competitive with industry benchmarks and tailored to attract top talent?
- Do we offer meaningful benefits beyond salary, such as wellness programs, flexible working arrangements, or professional development?
- Are there barriers in our compensation or benefits strategy that could prevent us from attracting or retaining talent?
- Are employees provided with opportunities for growth, such as training, mentorship, or clear career paths?
- How do we identify and address skill gaps in our workforce?
- Do employees feel empowered to innovate and take ownership of their roles?
- Are we leveraging technology and tools to create a productive and engaging workplace?
- Do all employees feel valued and heard?
- Do we have a healthy work-life balance culture, or are there signs of burnout among employees?
- What is our reputation as an employer in the market? Are we seen as a desirable place to work?
- What percentage of our workforce has been with the company for over three years? What does this tell us?
- Do we understand why employees leave and have a strategy to address the root causes of turnover?
- Are we proactive in identifying and retaining high-potential employees?
- Do we celebrate employee achievements and milestones to build a sense of loyalty and belonging?
- Do our leaders consistently communicate the company’s vision and strategy to employees?
- How approachable and accessible do employees find senior leadership?
- Are managers equipped with the skills and tools to support and inspire their teams effectively?
I partner with our industry’s top companies and senior leadership and ultimately advise and consult with them to attract, land, and retain the electrical industry’s top talent. My partnerships help uncover gaps and opportunities, enabling us to shape strategies that attract and retain the talent necessary for long-term success. Is your organization ready? Let’s talk!