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retaining the right talent</div></h1></div><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-10 mck-u-animation-blur-in-800 ArticleDefault_mck-c-article-default__description__sjoe9"><div><time datetime="2017-11-24T00:00:00Z">November 24, 2017</time> | Article</div></div></div></div></div></div></div><div class="mck-o-container"><div class="mck-o-container--wrapped mck-o-container--mobile-spacing mdc-u-grid mdc-u-grid-gutter-xxl"><section data-layer-region="article-body-header" class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400 byline-share-container"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-8 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-8 mdc-u-ts-9"><span> </span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/scott-keller" class="mdc-c-link-inline___7DRrt_2734c4f mdc-c-link-inline--secondary___YKoOK_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Scott Keller</span></a></span></span></div><div class="mdc-u-grid-col-md-start-8 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-8 mdc-u-grid-col-lg-end-11 ArticleContent_mck-c-article-content__share-tools__kWRRw"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-5"><div class="mck-u-links-inline">The best workers do the best and the most work. But many companies do an awful job of finding and keeping them.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"><div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Fbusiness%20functions%2Fpeople%20and%20organizational%20performance%2Four%20insights%2Fattracting%20and%20retaining%20the%20right%20talent%2Fattracting-and-retaining-the-right-talent-nov-2017.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_2734c4f" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="attracting-and-retaining-the-right-talent-nov-2017" data-layer-report-name="attracting-and-retaining-the-right-talent-nov-2017>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mdc-c-icon--size-md___yi5fA_2734c4f mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_2734c4f"> (PDF-579 KB)</span></a></div></div></div></div> <p><strong>In the book <em>Leading Organizations</em></strong>,<a rel="#footnote1" class="link-footnote" href="#"><sup>1</sup></a> <span style="display:none" id="footnote1" class="tooltip"><span class="footnote-content"><span class="footnote-number">1.</span><span class="footnote-text">Scott Keller and Mary Meaney, <em>Leading Organizations: Ten Timeless Truths</em>, London: Bloomsbury Publishing, April 2017, bloomsbury.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> McKinsey senior partners Scott Keller and Mary Meaney address the ten most basic issues facing leaders: attracting and retaining talent, developing the talent you have, managing performance, creating leadership teams, making decisions, reorganizing to capture value quickly, reducing overhead costs for the long term, making culture a competitive advantage, leading transformational change, and transitioning to new leadership roles. This article, drawn from the book’s opening chapter, speaks to the first of these topics. Future articles will deal with reorganizing to capture maximum value quickly and with successfully transitioning to new leadership roles.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor-signup mck-o-sm-left-span mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-signup"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-7 DisruptorSignUp_mck-c-disruptor-signup__heading__JR4i0"><div>Stay current on your favorite topics</div></h2></div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-left"><a data-component="mdc-c-link" href="/user-registration/register-mvc" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--primary___Ed-lT_2734c4f mdc-c-button--size-large___jwpUy_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Subscribe</span></a></div></div> <h2>Why is talent important?</h2> <h3>Superior talent is up to eight times more productive</h3> <p>It’s remarkable how much of a productivity kicker an organization gets from top talent. A recent study of more than 600,000 researchers, entertainers, politicians, and athletes found that high performers are 400 percent more productive than average ones.<a rel="#footnote2" class="link-footnote" href="#"><sup>2</sup></a> <span style="display:none" id="footnote2" class="tooltip"><span class="footnote-content"><span class="footnote-number">2.</span><span class="footnote-text">Herman Aguinis and Ernest O’Boyle Jr., “The best and the rest: Revisiting the norm of normality in individual performance,” <em>Personal Psychology</em>, Volume 65, Issue 1, Spring 2012, pp. 79–119, onlinelibrary.wiley.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Studies of businesses not only show similar results but also reveal that the gap rises with a job’s complexity. In highly complex occupations—the information- and interaction-intensive work of managers, software developers, and the like—high performers are an astounding 800 percent more productive (Exhibit 1).</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 1</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/attracting%20and%20retaining%20the%20right%20talent/svgz_attracting-and-retaining-the-right-talent_ex1.svgz?cq=50&cpy=Center"/><img alt="The relationship between quality of talent and business performance is dramatic." src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/attracting%20and%20retaining%20the%20right%20talent/svgz_attracting-and-retaining-the-right-talent_ex1.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>Suppose your business strategy involves cross-functional initiatives that would take three years to complete. If you took 20 percent of the average talent working on the project and replaced it with great talent, how soon would you achieve the desired impact? If these people were 400 percent more productive, it would take less than two years; if they were 800 percent more productive, it would take less than one. If a competitor used 20 percent more great talent in similar efforts, it would beat you to market even if it started a year or two later.</p> <p>You get even more remarkable results comparing the productivity of the top and bottom 1 percent. For unskilled and semiskilled jobs, the top 1 percent are three times more productive; for jobs of middling complexity (say, technicians and supervisors), 12 times more. One person in the top 1 percent is worth 12 in the bottom 1 percent. For high-complexity jobs, the differential is so big it can’t be quantified.<a rel="#footnote3" class="link-footnote" href="#"><sup>3</sup></a> <span style="display:none" id="footnote3" class="tooltip"><span class="footnote-content"><span class="footnote-number">3.</span><span class="footnote-text">John E. Hunter, Michael K. Judiesch, and Frank L Schmidt, “Individual differences in output variability as a function of job complexity,” <em>Journal of Applied Psychology</em>, February 1990, Volume 75, Number 1, pp. 28–42, psycnet.apa.org.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <p>The late Steve Jobs of Apple summed up talent’s importance with this advice: “Go after the cream of the cream. A small team of A+ players can run circles around a giant team of B and C players.”<a rel="#footnote4" class="link-footnote" href="#"><sup>4</sup></a> <span style="display:none" id="footnote4" class="tooltip"><span class="footnote-content"><span class="footnote-number">4.</span><span class="footnote-text"><em>TalentTrust</em>, “How Steve Jobs got the A+ players and kept them,” blog entry by Kathleen Quinn Votaw, October 31, 2011, talenttrust.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Management guru Jim Collins concurred: “… the single biggest constraint on the success of my organization is the ability to get and to hang on to enough of the right people.”<a rel="#footnote5" class="link-footnote" href="#"><sup>5</sup></a> <span style="display:none" id="footnote5" class="tooltip"><span class="footnote-content"><span class="footnote-number">5.</span><span class="footnote-text">Jim Collins, <em>Good to Great: Why Some Companies Make the Leap...And Others Don‘t</em>, New York: Harper Business, 2001, harpercollins.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-md-span-12"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>Would you like to learn more about <a href="/solutions/orgsolutions/overview/people-analytics">People Analytics</a>?</div></h3></div></header></div></div></div> <h3>Great talent is scarce</h3> <p>The term “war for talent” was coined by McKinsey’s Steven Hankin in 1997 and popularized by the book of that name in 2001.<a rel="#footnote6" class="link-footnote" href="#"><sup>6</sup></a> <span style="display:none" id="footnote6" class="tooltip"><span class="footnote-content"><span class="footnote-number">6.</span><span class="footnote-text">Beth Axelrod, Helen Handfield-Jones, and Ed Michaels, <em>The War for Talent</em>, Boston: Harvard Business School Publishing, 2001.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> It refers to the increasingly fierce competition to attract and retain employees at a time when too few workers are available to replace the baby boomers now departing the workforce in advanced economies.</p> <p>Fast forward to the wake of the Great Recession, and the war for talent turned into the war for jobs. In economies gripped by financial crises, unemployment hit levels not seen since the early 1980s, so there was no shortage of applicants for many openings. When Walmart launched a new Washington, DC, store in 2013, for example, it received 23,000 applications for 600 positions.</p> <p>It was harder to get entry-level work there than to be accepted by Harvard: 2.6 percent of Walmart applicants made it through, as opposed to 6.1 percent for the Ivy League university.<a rel="#footnote7" class="link-footnote" href="#"><sup>7</sup></a> <span style="display:none" id="footnote7" class="tooltip"><span class="footnote-content"><span class="footnote-number">7.</span><span class="footnote-text">Ashley Lutz, “Applicants for jobs at the new DC Walmart face worse odds than people trying to get into Harvard,” <em>Business Insider</em>, November 19, 2013, businessinsider.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <p>Yet this didn’t end the war for talent. In medium- and higher-complexity positions, where stronger performers have an increasingly disproportionate bottom-line impact, the opposite was true. In those uncertain times, gainfully employed talent became less likely to change employers, so people who had an advantage going into the crisis had an even bigger one. Further, pressure to reduce HR costs made it harder to identify and attract the most talented people. Everything suggests that the war for talent will rage on. “Failure to attract and retain top talent” was the number-one issue in the Conference Board’s 2016 survey of global CEOs—before economic growth and competitive intensity (Exhibit 2). In more complex jobs, this will continue to be true as baby boomers (and their long experience) exit the workforce and technology demands more sophisticated skills.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 2</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/attracting%20and%20retaining%20the%20right%20talent/svgz_attracting-and-retaining-the-right-talent_ex2.svgz?cq=50&cpy=Center"/><img alt="Almost one-third of senior leaders cite finding talent as their most significant managerial challenge." src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/attracting%20and%20retaining%20the%20right%20talent/svgz_attracting-and-retaining-the-right-talent_ex2.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>A McKinsey Global Institute study<a rel="#footnote8" class="link-footnote" href="#"><sup>8</sup></a> <span style="display:none" id="footnote8" class="tooltip"><span class="footnote-content"><span class="footnote-number">8.</span><span class="footnote-text">McKinsey Global Institute, <em><a href="/featured-insights/employment-and-growth/the-world-at-work">The world at work: Jobs, pay, and skills for 3.5 billion people</a></em>, June 2012.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> suggests that employers in Europe and North America will require 16 million to 18 million more college-educated workers in 2020 than are going to be available. Companies may not be able to fill one in ten roles they need, much less fill them with top talent. Yet in advanced economies, up to 95 million workers could lack the skills required for employment. Developing economies will face a shortfall of 45 million workers with secondary-school educations and vocational training.<a rel="#footnote9" class="link-footnote" href="#"><sup>9</sup></a> <span style="display:none" id="footnote9" class="tooltip"><span class="footnote-content"><span class="footnote-number">9.</span><span class="footnote-text">Richard Dobbs, Susan Lund, and Anu Madgavkar, “<a href="/featured-insights/employment-and-growth/talent-tensions-ahead-a-ceo-briefing">Talent tensions ahead: A CEO briefing</a>,” <em>McKinsey Quarterly</em>, November 2012.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <h3>Most companies don’t get it right</h3> <p>Since business leaders know that talent is valuable and scarce, you might assume that they would know how to find it. Not so (Exhibit 3). A whopping 82 percent of companies don’t believe they recruit highly talented people. For companies that do, only 7 percent think they can keep it.<a rel="#footnote10" class="link-footnote" href="#"><sup>10</sup></a> <span style="display:none" id="footnote10" class="tooltip"><span class="footnote-content"><span class="footnote-number">10.</span><span class="footnote-text">“McKinsey Global Survey: War for talent 2000,” extensive research conducted 1997 to 2000; survey of more than 12,000 executives at 125 midsize and large companies.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> More alarmingly, only 23 percent of managers and senior executives active on talent-related topics believe their current acquisition and retention strategies will work.<a rel="#footnote11" class="link-footnote" href="#"><sup>11</sup></a> <span style="display:none" id="footnote11" class="tooltip"><span class="footnote-content"><span class="footnote-number">11.</span><span class="footnote-text"><em><a href="/capabilities/people-and-organizational-performance/our-insights/the-state-of-human-capital-2012-report">The State of Human Capital 2012—Why the human capital function still has far to go</a></em>, a joint report from McKinsey and the Conference Board, October 2012.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 3</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/attracting%20and%20retaining%20the%20right%20talent/svgz_attracting-and-retaining-the-right-talent_ex3.svgz?cq=50&cpy=Center"/><img alt="A whopping 82 percent of Fortune 500 executives don’t believe that their companies recruit highly talented people." src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/attracting%20and%20retaining%20the%20right%20talent/svgz_attracting-and-retaining-the-right-talent_ex3.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>These leaders aren’t being humble—most companies just aren’t good at this stuff. Gallup reported that in a 2015 survey, more than 50 percent of respondents were “not engaged”; an additional 17.2 percent were “actively disengaged.”<a rel="#footnote12" class="link-footnote" href="#"><sup>12</sup></a> <span style="display:none" id="footnote12" class="tooltip"><span class="footnote-content"><span class="footnote-number">12.</span><span class="footnote-text">Amy Adkins, “Employee engagement in U.S. stagnant in 2015,” Gallup News, January 13, 2016, gallup.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Related surveys report that 73 percent of employees are “thinking about another job” and that 43 percent were more likely to consider a new one than they had been a year earlier.<a rel="#footnote13" class="link-footnote" href="#"><sup>13</sup></a> <span style="display:none" id="footnote13" class="tooltip"><span class="footnote-content"><span class="footnote-number">13.</span><span class="footnote-text"><em>Appirio</em>, “This year in employee engagement 2016: Trends to watch,” blog entry by Jiordan Castle, March 7, 2016, appirio.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <p>The fact that the Baby Boomers’ decades of knowledge and experience are now leaving the workplace forever makes this state of play more unsettling. At the natural-resources giant BP, for example, many of the most senior engineers are called “machine whisperers” because they can keep important, expensive, and temperamental equipment online. If high-quality talent isn’t brought in to replace such people, the results could be catastrophic.</p> <p>And the scarcer top talent becomes, the more companies that aren’t on their game will find their best people cherry-picked by companies that are. In future, this will be even more likely, since millennials are far less loyal to their employers than their parents were. The Bureau of Labor Statistics says that workers now stay at each job, on average, for 4.4 years, but the average expected tenure of the youngest workers is about half that.<a rel="#footnote14" class="link-footnote" href="#"><sup>14</sup></a> <span style="display:none" id="footnote14" class="tooltip"><span class="footnote-content"><span class="footnote-number">14.</span><span class="footnote-text">Jeanne Meister, “The future of work: Job hopping is the ‘new normal‘ for millennials,” August 14, 2012, forbes.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> People often underestimate the cost of turnover: the more information- and interaction-intensive the job, the greater the threat to productivity when good people leave it, and the more time and money must be invested in searching and onboarding. And if competitors poach your talent, they get an insider’s understanding of your strategies, operations, and culture.</p> <p>Talent matters, because its high value and scarcity—and the difficulty of replacing it—create huge opportunities when companies get things right. Let’s now turn to how they can do that.</p> <h2>What are the big ideas?</h2> <h3>Focus on the 5 percent who deliver 95 percent of the value</h3> <p>Companies go through cycles of initiatives to improve their talent processes. Yet they reap only incremental improvements, and the vast majority of leaders report that their companies neither recruit enough highly talented people nor believe that their current strategies will work.</p> <p>What do these leaders miss? Let’s consider American football. If you asked people who is the most highly paid player on a team, they would correctly say the quarterback, the key person in the vast majority of plays. People would probably say that the second most highly paid player was the running back or the wide receiver, since they work directly with the quarterback to advance the ball. These people are wrong. It’s the relatively unnoticed left tackle, who protects the quarterback from things he can’t see and could injure him.</p> <p>Some employees disproportionately create or protect value, and not all of them are obvious. A navy, for example, should obviously ensure that it has the best and brightest people commanding fleets of nuclear submarines. Equally, however, it should ensure that it attracts superior talent to the role of the IT-outage engineer, who prevents catastrophes for the crew, the environment, and humanity. In a world of constrained resources, companies should focus their efforts on the few critical areas where the best people have the biggest impact. Start with roles, not processes (which create generic solutions that don’t meaningfully improve results) or specific people (who might help you in particular situations but don’t build institutional muscle).</p> <p>Picking the right battles isn’t easy—you must understand the true economics of value creation in specific roles. That’s precisely why this can be one of your secret weapons in the war for talent.</p> <h3>Make your offer magnetic—and deliver</h3> <p>Leaders know the term “employee value proposition,” or EVP: what employees get for what they give. “Gives” come in many flavors—time, effort, experience, ideas. “Gets” include tangible rewards, the experience of working in a company, the way its leadership helps employees, and the substance of the work (Exhibit 4). If your EVP is truly stronger than the competition’s, you will attract and retain the best talent. But for three reasons, few companies have EVPs that meaningfully help them win this war:</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mdc-u-grid mdc-u-grid-gutter-lg mdc-u-grid-col-sm-1 mdc-u-grid--align-start mdc-u-mb-3 GenericItem_mck-c-generic-item__sGwKL"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f mdc-u-grid-gutter-xs GenericItem_mck-c-generic-item__content__gq1m0"><div class="mck-c-eyebrow mdc-u-ts-10"><span> 4</span></div></div></div><div class="mck-u-inline-module-border-top mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/attracting%20and%20retaining%20the%20right%20talent/svgz_attracting-and-retaining-the-right-talent_ex4.svgz?cq=50&cpy=Center"/><img alt="One of the four elements most valued by top talent should be a source of distinctiveness." src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/attracting%20and%20retaining%20the%20right%20talent/svgz_attracting-and-retaining-the-right-talent_ex4.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p><em><strong>Not distinctive.</strong></em> A typical human-resources department spends months determining what employees want—a great job, in a great company, with great leaders, and great rewards. HR then says the value proposition should deliver all this, so the EVP resembles that of every business that’s gone through the same process. It’s better for companies to stand out on one dimension while not ignoring the others. Work for Google if you want to face complex challenges, for Virgin if Richard Branson’s leadership stirs you, or for Amgen if you aspire to “defeat death.”</p> <p><em><strong>Not targeted.</strong></em> Although it’s fine to have an overall EVP, what matters most is a winning EVP for the 5 percent of roles that matter most. If data scientists are hugely important, for example, you’ll want an EVP that lets them invent things; offers a clear, rapid career progression; and helps them have a big impact.<a rel="#footnote15" class="link-footnote" href="#"><sup>15</sup></a> <span style="display:none" id="footnote15" class="tooltip"><span class="footnote-content"><span class="footnote-number">15.</span><span class="footnote-text">“Five ways to attract and retain data scientists,” Kellogg Insight, October 15, 2015, insight.kellogg.northwestern.edu.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <p><em><strong>Unreal.</strong></em> An attractive EVP cooked up by HR and pushed through PR used to help secure the best talent. In the long term, however, this was always a losing proposition, since great people would quickly become disillusioned if the reality didn’t measure up. Today, however, talent won’t buy such promises at all. Employees are a more trusted source of information about working conditions than CEOs or HR chiefs.<a rel="#footnote16" class="link-footnote" href="#"><sup>16</sup></a> <span style="display:none" id="footnote16" class="tooltip"><span class="footnote-content"><span class="footnote-number">16.</span><span class="footnote-text">Susan Adams, “Trust in CEOs plummets, but still beats trust in government,” January 23, 2012, forbes.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> The same Internet and social media that help customers investigate product claims do the same thing for EVPs. Sites such as Glassdoor or Job Advisor offer peer ratings and reviews of what it’s really like to work for a company. Your EVP can’t be spin—it has to be distinctive, targeted, and real.</p> <h3>Technology will be the game changer</h3> <p>Michael Lewis’s book <em>Moneyball</em><a rel="#footnote17" class="link-footnote" href="#"><sup>17</sup></a> <span style="display:none" id="footnote17" class="tooltip"><span class="footnote-content"><span class="footnote-number">17.</span><span class="footnote-text">Michael Lewis, <em>Moneyball: The Art of Winning an Unfair Game</em>, New York: W. W. Norton, 2003, wwnorton.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> pits the collective old-time wisdom of baseball players, managers, coaches, scouts, and front offices against rigorous statistical analysis in determining which players to recruit. Analysis wins, changing the game forever. Could the same be true for recruiting top talent?</p> <p>When the National Bureau of Economic Research looked into this, it pitted humans against computers for more than 300,000 hires in high-turnover jobs at 15 companies. Human experience, instinct, and judgment were soundly defeated: people picked by computers stayed far longer and performed just as well or better.<a rel="#footnote18" class="link-footnote" href="#"><sup>18</sup></a> <span style="display:none" id="footnote18" class="tooltip"><span class="footnote-content"><span class="footnote-number">18.</span><span class="footnote-text">Rebecca Greenfield, “Machines are better than humans at hiring the best employees,” November 17, 2015, bloomberg.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> This wasn’t the only such finding. University of Minnesota professors analyzed 17 studies and found that hiring algorithms outperform humans by at least 25 percent. “The effect holds in any situation with a large number of candidates, regardless of whether the job is on the front line, in middle management, or (yes) in the C-suite.”<a rel="#footnote19" class="link-footnote" href="#"><sup>19</sup></a> <span style="display:none" id="footnote19" class="tooltip"><span class="footnote-content"><span class="footnote-number">19.</span><span class="footnote-text">David M. Klieger, Nathan R. Kuncel, and Deniz S. Ones, “In hiring, algorithms beat instinct,” May 2014, Volume 92, Number 5, hbr.org.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <p>Many leaders find this hard to stomach, but some companies are abandoning old ideas. The waste company Richfield Management, for example, uses an algorithm to screen applicants for character traits suggesting a tendency to abuse workers’ compensation. Claims have since dropped by 68 percent.<a rel="#footnote20" class="link-footnote" href="#"><sup>20</sup></a> <span style="display:none" id="footnote20" class="tooltip"><span class="footnote-content"><span class="footnote-number">20.</span><span class="footnote-text">Joseph Walker, “Meet the new boss: Big data,” <em>Wall Street Journal</em>, September 20, 2012, wsj.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> After Xerox replaced its recruitment-screening process with an online test from Evolve, attrition declined by 20 percent.<a rel="#footnote21" class="link-footnote" href="#"><sup>21</sup></a> <span style="display:none" id="footnote21" class="tooltip"><span class="footnote-content"><span class="footnote-number">21.</span><span class="footnote-text">Tom Starner, “The recruiting game,” Human Resource Executive Online, May 7, 2014, hreonline.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span></p> <p>HR software systems from Oracle, SAP’s SuccessFactors, and Workday already gather information through sources such as LinkedIn to provide advanced warning when top talent may be thinking about jumping ship. At McKinsey, we used machine-learning algorithms to determine the three variables driving 60 percent of the attrition among our managers. Unexpectedly, all three are unrelated to pay, travel, or hours worked.</p> <p>Although people analytics is a field still in its infancy, it’s gaining speed. In 2016, only 8 percent of companies reported that they were fully capable of using predictive modeling, but that was up from 4 percent in 2015.<a rel="#footnote22" class="link-footnote" href="#"><sup>22</sup></a> <span style="display:none" id="footnote22" class="tooltip"><span class="footnote-content"><span class="footnote-number">22.</span><span class="footnote-text">Josh Bersin, Laurence Collins, David Mallon, Jeff Moir, and Robert Straub, “People analytics: Gaining speed,” February 29, 2016, dupress.deloitte.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> Leaders who don’t implement concrete plans to leverage technology in the war for talent will quickly fall behind. Yet machines alone won’t win it. In 1997, IBM’s Deep Blue computer thrashed grandmaster Gary Kasparov. Today, however, the world’s best chess players are neither computers nor humans, but human teams playing alongside computers.<a rel="#footnote23" class="link-footnote" href="#"><sup>23</sup></a> <span style="display:none" id="footnote23" class="tooltip"><span class="footnote-content"><span class="footnote-number">23.</span><span class="footnote-text">Chris Baraniuk, “The cyborg chess players that can’t be beaten,” BBC Global News, December 4, 2015, bbc.com.</span><span class="clear"></span></span><span class="footnote-bottom"></span></span> That will be true in business, too.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-lg-span-4 mdc-u-grid-col-md-span-5 Disruptor1Up_mck-c-disruptor1up__image___2Gc4"><picture data-component="mdc-c-picture"><img alt="Leading organizations: Ten timeless truths" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/leading%20organizations%20book/leading-organizations-ten-timeless-truths_book_thumb_1536x1536.jpg?cq=50&mh=145&car=16:9&cpy=Center" loading="lazy"/></picture></div><div class="mdc-u-grid-col-lg-span-8 mdc-u-grid-col-md-span-7"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_2734c4f"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f"><div>Leading Organizations: Ten Timeless Truths</div></h3></div></header><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--display-column___X0HDD_2734c4f mck-c-disruptor1up__content Disruptor1Up_mck-c-disruptor1up__content--links__VV4lE mdc-u-grid-gutter-md"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/leading-organizations-ten-timeless-truths" class="mdc-c-link-cta___NBQVi_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Learn more about the book</span><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_2734c4f mck-link-arrow-right-icon"></span></a></div></div></div></div> <h2>How do I make it happen?</h2> <p>The new leader of a major US public institution had a mandate for change. Her department failed to meet the budget for five years. The press was having a field day with tales of incompetence, inefficiency, and bureaucracy gone mad. Morale was extremely low; key talent was leaving. The leader felt she knew what had to be fixed, but she didn’t have the talent. There was no quick fix—each division had its own approach to recruiting, and all were consumed with their immediate needs. The defectors were mostly the higher performers and specialist talent the organization wanted to keep.</p> <h3>1. Aspire </h3> <p>In the leader’s words, a team was commissioned to “fix the leaky bucket, and fill it with the finest stuff imaginable!” Core members from each division populated a task force to meet the challenge. Division leaders were told they were on the hook. The team first determined the talent requirements for the organization’s five-year plan. Two roles were especially important: general managers and data-analytics specialists. The team then coupled this demand view of talent with a supply view and identified the gaps. Senior leaders gave the team a mandate for bold action.</p> <h3>2. Assess</h3> <p>With the priorities established, the team took a deep dive into the current mess. What did recruits in each target segment care about? How did the institution compare with their other options? Why were people in key roles departing? Which current approaches were and weren’t working? Using interview techniques to get behind superficial answers, the team gathered qualitative data. Quantitative data were generated by predictive analytics algorithms that determine patterns and an analysis of how general managers spent their time.</p> <p>The organization’s value proposition—the promise of interesting work, on-the-job development, and an attractive, flexible career path—turned out to be on target. However, the reality didn’t live up to it. When recruits called friends hired previously, they heard that the organization had gone “bureau-crazy.” Recruiters knew this, but their incentives were to get people through the door, so they hyped roles to meet short-term goals. Good talent left quickly, while others, happy with the security and relatively high pay, “quit and stayed,” remaining on the payroll but contributing little.</p> <p>The team found that specialist candidates wanted a different value proposition: deeper technical development, opportunities for special projects, a more relaxed and informal environment, and freedom from administrative tasks.</p> <h3>3. Architect</h3> <p>The working team recommended two discrete career paths, for generalists and specialists. The role of general managers would be adjusted to let them play more of a coaching (rather than a coordination) role. For data analysts, the team proposed more relaxed, informal recruitment events on school campuses and a stronger referral program. Predictive analytics showed that the organization had significant weaknesses for some roles. Its leaders agreed to “segment of one” discussions with the highest performers to understand their issues and fix them quickly.</p> <p>Analytics suggested that ten vital leaders might be on the verge of leaving. They were engaged to help reinvent the EVP for the general-manager role—an approach that not only produced better answers but also helped to promote retention. Further changes were proposed for the annual succession-planning process (for instance, focusing on pivotal roles) and the recruitment process, to make both more efficient.</p> <h3>4. Act</h3> <p>The leader and top team led from the front—for example, by personally attending the newly overhauled top-talent development programs—to communicate the importance of making the target EVP real and vibrant. She quickly became known for asking two questions in every performance dialogue: “what are your top five to seven priorities?” and “who are your top five to seven most talented leaders?” People learned that there should be a match between the answers. A talent office created to ensure progress reported on key metrics, such as time and cost to hire, as well as acceptance and attrition rates (overall and for key talent). These were studied with as much intensity as operational and financial metrics. To institutionalize transparency, the talent office developed an interactive dashboard with metrics on hiring, quality, fit, and efficiency.</p> <h3>5. Advance</h3> <p>The results appeared quickly: employee engagement shot up and attrition declined, especially among the most recent hires. Acceptance rates started improving, and employees became a powerful recruiting source. HR launched “choose who you want to work with” campaigns and made the most dynamic leaders and specialists “recruiting captains” for key campuses and career fairs.</p> <p>Eighteen months later, after rising nearly 40 spots in the public sector’s Best Place to Work ranking, the organization found it easier to access talent, especially data scientists. Attrition dropped to historic lows, particularly in critical general-management and specialist roles. As a final sign of success, instead of trumpeting the organization’s downward spiral, headlines announced the bold new agenda and leadership.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor-signup mck-o-lg-right-span mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-signup"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f"><h2 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-u-ts-4 DisruptorSignUp_mck-c-disruptor-signup__heading__JR4i0"><div>Stay current on your favorite topics</div></h2></div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-left"><a data-component="mdc-c-link" href="/user-registration/register-mvc" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--primary___Ed-lT_2734c4f mdc-c-button--size-large___jwpUy_2734c4f"><span class="mdc-c-link__label___Pfqtd_2734c4f">Subscribe</span></a></div></div></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_2734c4f mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><a href="/our-people/scott-keller"><strong>Scott Keller</strong></a> is a senior partner in McKinsey’s Southern California office, and <strong>Mary Meaney</strong> is a senior partner in the Paris office.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-c-heading--border___K8dj3_2734c4f mdc-u-align-center">Explore a career with us</h5><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_2734c4f mdc-c-link-container--align-center___ar3mu_2734c4f"><a data-component="mdc-c-link" href="/careers/search-jobs" class="mdc-c-button___U4iY2_2734c4f mdc-c-button--secondary___Boipq_2734c4f mdc-c-button--size-large___jwpUy_2734c4f" aria-label="Search Openings" data-layer-event-prefix="CTA Link" data-layer-action="click" data-layer-category="careers" data-layer-subcategory="search" data-layer-text="Search Openings"><span class="mdc-c-link__label___Pfqtd_2734c4f">Search Openings</span></a></div></div></section></div></main></div><div data-component="mdc-c-module-wrapper" data-module-theme="light" data-module-background="lightest-grey" data-module-category="StandalonePromo" class="RelatedArticle_mck-c-article-related__GGA76 mck-u-screen-only" data-layer-region="related-articles"><div class="mdc-o-container__wrapper is-wrapped mdc-u-spaced-mobile"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_2734c4f mdc-c-heading--title___5qyOB_2734c4f mdc-u-align-center">Related Articles</h5><div class="mdc-u-grid mdc-u-grid-col-md-3 RelatedArticle_items-container__s2uD0"><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/capabilities/people-and-organizational-performance/our-insights/winning-hearts-and-minds-in-the-21st-century" class="mdc-c-link___lBbY1_2734c4f"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-winni-0 { aspect-ratio: 16/9 }</style><img alt="Hearts-and-minds-V2-1536x1536_Standard" class="picture-uniqueKey-winni-0" src="/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/winning%20hearts%20and%20minds%20in%20the%2021st%20century/hearts-and-minds-v2-1536x1536_standard.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_2734c4f Card_content-block__pF6Z1"><span>Article - 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But many companies do an awful job of finding and keeping them."}},"sEODescription":{"value":""},"displayDate":{"jsonValue":{"value":"2017-11-24T00:00:00Z"}},"body":{"value":"[[DownloadsSidebar]] \u003cp\u003e\u003cstrong\u003eIn the book \u003cem\u003eLeading Organizations\u003c/em\u003e\u003c/strong\u003e,\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote1\"\u003e\u003csup\u003e1\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote1\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e1.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eScott Keller and Mary Meaney, \u003cem\u003eLeading Organizations: Ten Timeless Truths\u003c/em\u003e, London: Bloomsbury Publishing, April 2017, bloomsbury.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e McKinsey senior partners Scott Keller and Mary Meaney address the ten most basic issues facing leaders: attracting and retaining talent, developing the talent you have, managing performance, creating leadership teams, making decisions, reorganizing to capture value quickly, reducing overhead costs for the long term, making culture a competitive advantage, leading transformational change, and transitioning to new leadership roles. This article, drawn from the book\u0026rsquo;s opening chapter, speaks to the first of these topics. Future articles will deal with reorganizing to capture maximum value quickly and with successfully transitioning to new leadership roles.\u003c/p\u003e\n[[DisruptorSignUp left]]\n\u003ch2\u003eWhy is talent important?\u003c/h2\u003e\n\u003ch3\u003eSuperior talent is up to eight times more productive\u003c/h3\u003e\n\u003cp\u003eIt\u0026rsquo;s remarkable how much of a productivity kicker an organization gets from top talent. A recent study of more than 600,000 researchers, entertainers, politicians, and athletes found that high performers are 400 percent more productive than average ones.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote2\"\u003e\u003csup\u003e2\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote2\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e2.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eHerman Aguinis and Ernest O\u0026rsquo;Boyle Jr., \u0026ldquo;The best and the rest: Revisiting the norm of normality in individual performance,\u0026rdquo; \u003cem\u003ePersonal Psychology\u003c/em\u003e, Volume 65, Issue 1, Spring 2012, pp. 79\u0026ndash;119, onlinelibrary.wiley.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Studies of businesses not only show similar results but also reveal that the gap rises with a job\u0026rsquo;s complexity. In highly complex occupations\u0026mdash;the information- and interaction-intensive work of managers, software developers, and the like\u0026mdash;high performers are an astounding 800 percent more productive (Exhibit 1).\u003c/p\u003e\n[[Exhibit 1]]\n\u003cp\u003eSuppose your business strategy involves cross-functional initiatives that would take three years to complete. If you took 20 percent of the average talent working on the project and replaced it with great talent, how soon would you achieve the desired impact? If these people were 400 percent more productive, it would take less than two years; if they were 800 percent more productive, it would take less than one. If a competitor used 20 percent more great talent in similar efforts, it would beat you to market even if it started a year or two later.\u003c/p\u003e\n\u003cp\u003eYou get even more remarkable results comparing the productivity of the top and bottom 1 percent. For unskilled and semiskilled jobs, the top 1 percent are three times more productive; for jobs of middling complexity (say, technicians and supervisors), 12 times more. One person in the top 1 percent is worth 12 in the bottom 1 percent. For high-complexity jobs, the differential is so big it can\u0026rsquo;t be quantified.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote3\"\u003e\u003csup\u003e3\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote3\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e3.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eJohn E. Hunter, Michael K. Judiesch, and Frank L Schmidt, \u0026ldquo;Individual differences in output variability as a function of job complexity,\u0026rdquo; \u003cem\u003eJournal of Applied Psychology\u003c/em\u003e, February 1990, Volume 75, Number 1, pp. 28\u0026ndash;42, psycnet.apa.org.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eThe late Steve Jobs of Apple summed up talent\u0026rsquo;s importance with this advice: \u0026ldquo;Go after the cream of the cream. A small team of A+ players can run circles around a giant team of B and C players.\u0026rdquo;\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote4\"\u003e\u003csup\u003e4\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote4\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e4.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u003cem\u003eTalentTrust\u003c/em\u003e, \u0026ldquo;How Steve Jobs got the A+ players and kept them,\u0026rdquo; blog entry by Kathleen Quinn Votaw, October 31, 2011, talenttrust.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Management guru Jim Collins concurred: \u0026ldquo;\u0026hellip; the single biggest constraint on the success of my organization is the ability to get and to hang on to enough of the right people.\u0026rdquo;\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote5\"\u003e\u003csup\u003e5\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote5\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e5.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eJim Collins, \u003cem\u003eGood to Great: Why Some Companies Make the Leap...And Others Don\u0026lsquo;t\u003c/em\u003e, New York: Harper Business, 2001, harpercollins.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n[[Disruptor1UP Learn more]]\n\u003ch3\u003eGreat talent is scarce\u003c/h3\u003e\n\u003cp\u003eThe term \u0026ldquo;war for talent\u0026rdquo; was coined by McKinsey\u0026rsquo;s Steven Hankin in 1997 and popularized by the book of that name in 2001.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote6\"\u003e\u003csup\u003e6\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote6\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e6.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eBeth Axelrod, Helen Handfield-Jones, and Ed Michaels, \u003cem\u003eThe War for Talent\u003c/em\u003e, Boston: Harvard Business School Publishing, 2001.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e It refers to the increasingly fierce competition to attract and retain employees at a time when too few workers are available to replace the baby boomers now departing the workforce in advanced economies.\u003c/p\u003e\n\u003cp\u003eFast forward to the wake of the Great Recession, and the war for talent turned into the war for jobs. In economies gripped by financial crises, unemployment hit levels not seen since the early 1980s, so there was no shortage of applicants for many openings. When Walmart launched a new Washington, DC, store in 2013, for example, it received 23,000 applications for 600 positions.\u003c/p\u003e\n\u003cp\u003eIt was harder to get entry-level work there than to be accepted by Harvard: 2.6 percent of Walmart applicants made it through, as opposed to 6.1 percent for the Ivy League university.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote7\"\u003e\u003csup\u003e7\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote7\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e7.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eAshley Lutz, \u0026ldquo;Applicants for jobs at the new DC Walmart face worse odds than people trying to get into Harvard,\u0026rdquo; \u003cem\u003eBusiness Insider\u003c/em\u003e, November 19, 2013, businessinsider.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eYet this didn\u0026rsquo;t end the war for talent. In medium- and higher-complexity positions, where stronger performers have an increasingly disproportionate bottom-line impact, the opposite was true. In those uncertain times, gainfully employed talent became less likely to change employers, so people who had an advantage going into the crisis had an even bigger one. Further, pressure to reduce HR costs made it harder to identify and attract the most talented people. Everything suggests that the war for talent will rage on. \u0026ldquo;Failure to attract and retain top talent\u0026rdquo; was the number-one issue in the Conference Board\u0026rsquo;s 2016 survey of global CEOs\u0026mdash;before economic growth and competitive intensity (Exhibit 2). In more complex jobs, this will continue to be true as baby boomers (and their long experience) exit the workforce and technology demands more sophisticated skills.\u003c/p\u003e\n[[Exhibit 2]]\n\u003cp\u003eA McKinsey Global Institute study\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote8\"\u003e\u003csup\u003e8\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote8\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e8.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eMcKinsey Global Institute, \u003cem\u003e\u003ca href=\"/featured-insights/employment-and-growth/the-world-at-work\"\u003eThe world at work: Jobs, pay, and skills for 3.5 billion people\u003c/a\u003e\u003c/em\u003e, June 2012.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e suggests that employers in Europe and North America will require 16 million to 18 million more college-educated workers in 2020 than are going to be available. Companies may not be able to fill one in ten roles they need, much less fill them with top talent. Yet in advanced economies, up to 95 million workers could lack the skills required for employment. Developing economies will face a shortfall of 45 million workers with secondary-school educations and vocational training.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote9\"\u003e\u003csup\u003e9\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote9\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e9.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eRichard Dobbs, Susan Lund, and Anu Madgavkar, \u0026ldquo;\u003ca href=\"/featured-insights/employment-and-growth/talent-tensions-ahead-a-ceo-briefing\"\u003eTalent tensions ahead: A CEO briefing\u003c/a\u003e,\u0026rdquo; \u003cem\u003eMcKinsey Quarterly\u003c/em\u003e, November 2012.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003ch3\u003eMost companies don\u0026rsquo;t get it right\u003c/h3\u003e\n\u003cp\u003eSince business leaders know that talent is valuable and scarce, you might assume that they would know how to find it. Not so (Exhibit 3). A whopping 82 percent of companies don\u0026rsquo;t believe they recruit highly talented people. For companies that do, only 7 percent think they can keep it.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote10\"\u003e\u003csup\u003e10\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote10\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e10.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u0026ldquo;McKinsey Global Survey: War for talent 2000,\u0026rdquo; extensive research conducted 1997 to 2000; survey of more than 12,000 executives at 125 midsize and large companies.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e More alarmingly, only 23 percent of managers and senior executives active on talent-related topics believe their current acquisition and retention strategies will work.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote11\"\u003e\u003csup\u003e11\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote11\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e11.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u003cem\u003e\u003ca href=\"/capabilities/people-and-organizational-performance/our-insights/the-state-of-human-capital-2012-report\"\u003eThe State of Human Capital 2012\u0026mdash;Why the human capital function still has far to go\u003c/a\u003e\u003c/em\u003e, a joint report from McKinsey and the Conference Board, October 2012.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n[[Exhibit 3]]\n\u003cp\u003eThese leaders aren\u0026rsquo;t being humble\u0026mdash;most companies just aren\u0026rsquo;t good at this stuff. Gallup reported that in a 2015 survey, more than 50 percent of respondents were \u0026ldquo;not engaged\u0026rdquo;; an additional 17.2 percent were \u0026ldquo;actively disengaged.\u0026rdquo;\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote12\"\u003e\u003csup\u003e12\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote12\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e12.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eAmy Adkins, \u0026ldquo;Employee engagement in U.S. stagnant in 2015,\u0026rdquo; Gallup News, January 13, 2016, gallup.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Related surveys report that 73 percent of employees are \u0026ldquo;thinking about another job\u0026rdquo; and that 43 percent were more likely to consider a new one than they had been a year earlier.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote13\"\u003e\u003csup\u003e13\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote13\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e13.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u003cem\u003eAppirio\u003c/em\u003e, \u0026ldquo;This year in employee engagement 2016: Trends to watch,\u0026rdquo; blog entry by Jiordan Castle, March 7, 2016,\nappirio.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eThe fact that the Baby Boomers\u0026rsquo; decades of knowledge and experience are now leaving the workplace forever makes this state of play more unsettling. At the natural-resources giant BP, for example, many of the most senior engineers are called \u0026ldquo;machine whisperers\u0026rdquo; because they can keep important, expensive, and temperamental equipment online. If high-quality talent isn\u0026rsquo;t brought in to replace such people, the results could be catastrophic.\u003c/p\u003e\n\u003cp\u003eAnd the scarcer top talent becomes, the more companies that aren\u0026rsquo;t on their game will find their best people cherry-picked by companies that are. In future, this will be even more likely, since millennials are far less loyal to their employers than their parents were. The Bureau of Labor Statistics says that workers now stay at each job, on average, for 4.4 years, but the average expected tenure of the youngest workers is about half that.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote14\"\u003e\u003csup\u003e14\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote14\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e14.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eJeanne Meister, \u0026ldquo;The future of work: Job hopping is the \u0026lsquo;new normal\u0026lsquo; for millennials,\u0026rdquo; August 14, 2012, forbes.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e People often underestimate the cost of turnover: the more information- and interaction-intensive the job, the greater the threat to productivity when good people leave it, and the more time and money must be invested in searching and onboarding. And if competitors poach your talent, they get an insider\u0026rsquo;s understanding of your strategies, operations, and culture.\u003c/p\u003e\n\u003cp\u003eTalent matters, because its high value and scarcity\u0026mdash;and the difficulty of replacing it\u0026mdash;create huge opportunities when companies get things right. Let\u0026rsquo;s now turn to how they can do that.\u003c/p\u003e\n\u003ch2\u003eWhat are the big ideas?\u003c/h2\u003e\n\u003ch3\u003eFocus on the 5 percent who deliver 95 percent of the value\u003c/h3\u003e\n\u003cp\u003eCompanies go through cycles of initiatives to improve their talent processes. Yet they reap only incremental improvements, and the vast majority of leaders report that their companies neither recruit enough highly talented people nor believe that their current strategies will work.\u003c/p\u003e\n\u003cp\u003eWhat do these leaders miss? Let\u0026rsquo;s consider American football. If you asked people who is the most highly paid player on a team, they would correctly say the quarterback, the key person in the vast majority of plays. People would probably say that the second most highly paid player was the running back or the wide receiver, since they work directly with the quarterback to advance the ball. These people are wrong. It\u0026rsquo;s the relatively unnoticed left tackle, who protects the quarterback from things he can\u0026rsquo;t see and could injure him.\u003c/p\u003e\n\u003cp\u003eSome employees disproportionately create or protect value, and not all of them are obvious. A navy, for example, should obviously ensure that it has the best and brightest people commanding fleets of nuclear submarines. Equally, however, it should ensure that it attracts superior talent to the role of the IT-outage engineer, who prevents catastrophes for the crew, the environment, and humanity. In a world of constrained resources, companies should focus their efforts on the few critical areas where the best people have the biggest impact. Start with roles, not processes (which create generic solutions that don\u0026rsquo;t meaningfully improve results) or specific people (who might help you in particular situations but don\u0026rsquo;t build institutional muscle).\u003c/p\u003e\n\u003cp\u003ePicking the right battles isn\u0026rsquo;t easy\u0026mdash;you must understand the true economics of value creation in specific roles. That\u0026rsquo;s precisely why this can be one of your secret weapons in the war for talent.\u003c/p\u003e\n\u003ch3\u003eMake your offer magnetic\u0026mdash;and deliver\u003c/h3\u003e\n\u003cp\u003eLeaders know the term \u0026ldquo;employee value proposition,\u0026rdquo; or EVP: what employees get for what they give. \u0026ldquo;Gives\u0026rdquo; come in many flavors\u0026mdash;time, effort, experience, ideas. \u0026ldquo;Gets\u0026rdquo; include tangible rewards, the experience of working in a company, the way its leadership helps employees, and the substance of the work (Exhibit 4). If your EVP is truly stronger than the competition\u0026rsquo;s, you will attract and retain the best talent. But for three reasons, few companies have EVPs that meaningfully help them win this war:\u003c/p\u003e\n[[Exhibit 4]]\n\u003cp\u003e\u003cem\u003e\u003cstrong\u003eNot distinctive.\u003c/strong\u003e\u003c/em\u003e A typical human-resources department spends months determining what employees want\u0026mdash;a great job, in a great company, with great leaders, and great rewards. HR then says the value proposition should deliver all this, so the EVP resembles that of every business that\u0026rsquo;s gone through the same process. It\u0026rsquo;s better for companies to stand out on one dimension while not ignoring the others. Work for Google if you want to face complex challenges, for Virgin if Richard Branson\u0026rsquo;s leadership stirs you, or for Amgen if you aspire to \u0026ldquo;defeat death.\u0026rdquo;\u003c/p\u003e\n\u003cp\u003e\u003cem\u003e\u003cstrong\u003eNot targeted.\u003c/strong\u003e\u003c/em\u003e Although it\u0026rsquo;s fine to have an overall EVP, what matters most is a winning EVP for the 5 percent of roles that matter most. If data scientists are hugely important, for example, you\u0026rsquo;ll want an EVP that lets them invent things; offers a clear, rapid career progression; and helps them have a big impact.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote15\"\u003e\u003csup\u003e15\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote15\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e15.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003e\u0026ldquo;Five ways to attract and retain data scientists,\u0026rdquo; Kellogg Insight, October 15, 2015, insight.kellogg.northwestern.edu.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003e\u003cem\u003e\u003cstrong\u003eUnreal.\u003c/strong\u003e\u003c/em\u003e An attractive EVP cooked up by HR and pushed through PR used to help secure the best talent. In the long term, however, this was always a losing proposition, since great people would quickly become disillusioned if the reality didn\u0026rsquo;t measure up. Today, however, talent won\u0026rsquo;t buy such promises at all. Employees are a more trusted source of information about working conditions than CEOs or HR chiefs.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote16\"\u003e\u003csup\u003e16\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote16\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e16.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eSusan Adams, \u0026ldquo;Trust in CEOs plummets, but still beats trust in government,\u0026rdquo; January 23, 2012, forbes.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e The same Internet and social media that help customers investigate product claims do the same thing for EVPs. Sites such as Glassdoor or Job Advisor offer peer ratings and reviews of what it\u0026rsquo;s really like to work for a company. Your EVP can\u0026rsquo;t be spin\u0026mdash;it has to be distinctive, targeted, and real.\u003c/p\u003e\n\u003ch3\u003eTechnology will be the game changer\u003c/h3\u003e\n\u003cp\u003eMichael Lewis\u0026rsquo;s book \u003cem\u003eMoneyball\u003c/em\u003e\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote17\"\u003e\u003csup\u003e17\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote17\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e17.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eMichael Lewis, \u003cem\u003eMoneyball: The Art of Winning an Unfair Game\u003c/em\u003e, New York: W. W. Norton, 2003, wwnorton.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e pits the collective old-time wisdom of baseball players, managers, coaches, scouts, and front offices against rigorous statistical analysis in determining which players to recruit. Analysis wins, changing the game forever. Could the same be true for recruiting top talent?\u003c/p\u003e\n\u003cp\u003eWhen the National Bureau of Economic Research looked into this, it pitted humans against computers for more than 300,000 hires in high-turnover jobs at 15 companies. Human experience, instinct, and judgment were soundly defeated: people picked by computers stayed far longer and performed just as well or better.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote18\"\u003e\u003csup\u003e18\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote18\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e18.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eRebecca Greenfield, \u0026ldquo;Machines are better than humans\nat hiring the best employees,\u0026rdquo; November 17, 2015, bloomberg.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e This wasn\u0026rsquo;t the only such finding. University of Minnesota professors analyzed 17 studies and found that hiring algorithms outperform humans by at least 25 percent. \u0026ldquo;The effect holds in any situation with a large number of candidates, regardless of whether the job is on the front line, in middle management, or (yes) in the C-suite.\u0026rdquo;\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote19\"\u003e\u003csup\u003e19\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote19\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e19.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eDavid M. Klieger, Nathan R. Kuncel, and Deniz S. Ones, \u0026ldquo;In hiring, algorithms beat instinct,\u0026rdquo; May 2014, Volume 92, Number 5, hbr.org.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eMany leaders find this hard to stomach, but some companies are abandoning old ideas. The waste company Richfield Management, for example, uses an algorithm to screen applicants for character traits suggesting a tendency to abuse workers\u0026rsquo; compensation. Claims have since dropped by 68 percent.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote20\"\u003e\u003csup\u003e20\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote20\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e20.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eJoseph Walker, \u0026ldquo;Meet the new boss: Big data,\u0026rdquo; \u003cem\u003eWall Street Journal\u003c/em\u003e, September 20, 2012, wsj.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e After Xerox replaced its recruitment-screening process with an online test from Evolve, attrition declined by 20 percent.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote21\"\u003e\u003csup\u003e21\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote21\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e21.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eTom Starner, \u0026ldquo;The recruiting game,\u0026rdquo; Human Resource Executive Online, May 7, 2014, hreonline.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/p\u003e\n\u003cp\u003eHR software systems from Oracle, SAP\u0026rsquo;s SuccessFactors, and Workday already gather information through sources such as LinkedIn to provide advanced warning when top talent may be thinking about jumping ship. At McKinsey, we used machine-learning algorithms to determine the three variables driving 60 percent of the attrition among our managers. Unexpectedly, all three are unrelated to pay, travel, or hours worked.\u003c/p\u003e\n\u003cp\u003eAlthough people analytics is a field still in its infancy, it\u0026rsquo;s gaining speed. In 2016, only 8 percent of companies reported that they were fully capable of using predictive modeling, but that was up from 4 percent in 2015.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote22\"\u003e\u003csup\u003e22\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote22\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e22.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eJosh Bersin, Laurence Collins, David Mallon, Jeff Moir, and Robert Straub, \u0026ldquo;People analytics: Gaining speed,\u0026rdquo; February 29, 2016, dupress.deloitte.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e Leaders who don\u0026rsquo;t implement concrete plans to leverage technology in the war for talent will quickly fall behind. Yet machines alone won\u0026rsquo;t win it. In 1997, IBM\u0026rsquo;s Deep Blue computer thrashed grandmaster Gary Kasparov. Today, however, the world\u0026rsquo;s best chess players are neither computers nor humans, but human teams playing alongside computers.\u003ca href=\"#\" class=\"link-footnote\" onclick=\"return false;\" rel=\"#footnote23\"\u003e\u003csup\u003e23\u003c/sup\u003e\u003c/a\u003e \u003cspan class=\"tooltip\" id=\"footnote23\" style=\"display: none;\"\u003e\u003cspan class=\"footnote-content\"\u003e\u003cspan class=\"footnote-number\"\u003e23.\u003c/span\u003e\u003cspan class=\"footnote-text\"\u003eChris Baraniuk, \u0026ldquo;The cyborg chess players that can\u0026rsquo;t be beaten,\u0026rdquo; BBC Global News, December 4, 2015, bbc.com.\u003c/span\u003e\u003cspan class=\"clear\"\u003e\u003c/span\u003e\u003c/span\u003e\u003cspan class=\"footnote-bottom\"\u003e\u003c/span\u003e\u003c/span\u003e That will be true in business, too.\u003c/p\u003e\n[[Disruptor1UP Read next]]\n\u003ch2\u003eHow do I make it happen?\u003c/h2\u003e\n\u003cp\u003eThe new leader of a major US public institution had a mandate for change. Her department failed to meet the budget for five years. The press was having a field day with tales of incompetence, inefficiency, and bureaucracy gone mad. Morale was extremely low; key talent was leaving. The leader felt she knew what had to be fixed, but she didn\u0026rsquo;t have the talent. There was no quick fix\u0026mdash;each division had its own approach to recruiting, and all were consumed with their immediate needs. The defectors were mostly the higher performers and specialist talent the organization wanted to keep.\u003c/p\u003e\n\u003ch3\u003e1. Aspire \u003c/h3\u003e\n\u003cp\u003eIn the leader\u0026rsquo;s words, a team was commissioned to \u0026ldquo;fix the leaky bucket, and fill it with the finest stuff imaginable!\u0026rdquo; Core members from each division populated a task force to meet the challenge. Division leaders were told they were on the hook. The team first determined the talent requirements for the organization\u0026rsquo;s five-year plan. Two roles were especially important: general managers and data-analytics specialists. The team then coupled this demand view of talent with a supply view and identified the gaps. Senior leaders gave the team a mandate for bold action.\u003c/p\u003e\n\u003ch3\u003e2. Assess\u003c/h3\u003e\n\u003cp\u003eWith the priorities established, the team took a deep dive into the current mess. What did recruits in each target segment care about? How did the institution compare with their other options? Why were people in key roles departing? Which current approaches were and weren\u0026rsquo;t working? Using interview techniques to get behind superficial answers, the team gathered qualitative data. Quantitative data were generated by predictive analytics algorithms that determine patterns and an analysis of how general managers spent their time.\u003c/p\u003e\n\u003cp\u003eThe organization\u0026rsquo;s value proposition\u0026mdash;the promise of interesting work, on-the-job development, and an attractive, flexible career path\u0026mdash;turned out to be on target. However, the reality didn\u0026rsquo;t live up to it. When recruits called friends hired previously, they heard that the organization had gone \u0026ldquo;bureau-crazy.\u0026rdquo; Recruiters knew this, but their incentives were to get people through the door, so they hyped roles to meet short-term goals. Good talent left quickly, while others, happy with the security and relatively high pay, \u0026ldquo;quit and stayed,\u0026rdquo; remaining on the payroll but contributing little.\u003c/p\u003e\n\u003cp\u003eThe team found that specialist candidates wanted a different value proposition: deeper technical development, opportunities for special projects, a more relaxed and informal environment, and freedom from administrative tasks.\u003c/p\u003e\n\u003ch3\u003e3. Architect\u003c/h3\u003e\n\u003cp\u003eThe working team recommended two discrete career paths, for generalists and specialists. The role of general managers would be adjusted to let them play more of a coaching (rather than a coordination) role. For data analysts, the team proposed more relaxed, informal recruitment events on school campuses and a stronger referral program. Predictive analytics showed that the organization had significant weaknesses for some roles. Its leaders agreed to \u0026ldquo;segment of one\u0026rdquo; discussions with the highest performers to understand their issues and fix them quickly.\u003c/p\u003e\n\u003cp\u003eAnalytics suggested that ten vital leaders might be on the verge of leaving. They were engaged to help reinvent the EVP for the general-manager role\u0026mdash;an approach that not only produced better answers but also helped to promote retention. Further changes were proposed for the annual succession-planning process (for instance, focusing on pivotal roles) and the recruitment process, to make both more efficient.\u003c/p\u003e\n\u003ch3\u003e4. Act\u003c/h3\u003e\n\u003cp\u003eThe leader and top team led from the front\u0026mdash;for example, by personally attending the newly overhauled top-talent development programs\u0026mdash;to communicate the importance of making the target EVP real and vibrant. She quickly became known for asking two questions in every performance dialogue: \u0026ldquo;what are your top five to seven priorities?\u0026rdquo; and \u0026ldquo;who are your top five to seven most talented leaders?\u0026rdquo; People learned that there should be a match between the answers. A talent office created to ensure progress reported on key metrics, such as time and cost to hire, as well as acceptance and attrition rates (overall and for key talent). These were studied with as much intensity as operational and financial metrics. To institutionalize transparency, the talent office developed an interactive dashboard with metrics on hiring, quality, fit, and efficiency.\u003c/p\u003e\n\u003ch3\u003e5. Advance\u003c/h3\u003e\n\u003cp\u003eThe results appeared quickly: employee engagement shot up and attrition declined, especially among the most recent hires. Acceptance rates started improving, and employees became a powerful recruiting source. HR launched \u0026ldquo;choose who you want to work with\u0026rdquo; campaigns and made the most dynamic leaders and specialists \u0026ldquo;recruiting captains\u0026rdquo; for key campuses and career fairs.\u003c/p\u003e\n\u003cp\u003eEighteen months later, after rising nearly 40 spots in the public sector\u0026rsquo;s Best Place to Work ranking, the organization found it easier to access talent, especially data scientists. Attrition dropped to historic lows, particularly in critical general-management and specialist roles. As a final sign of success, instead of trumpeting the organization\u0026rsquo;s downward spiral, headlines announced the bold new agenda and leadership.\u003c/p\u003e\n[[DisruptorSignUp full-width]]"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"mobileReady":{"boolValue":true},"forClientsOnly":{"boolValue":false},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2017-11-24T00:00:00Z"}},"footnotes":{"value":""},"contributoryPractice":{"targetItems":[]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003ca href=\"/our-people/scott-keller\"\u003e\u003cstrong\u003eScott Keller\u003c/strong\u003e\u003c/a\u003e is a senior partner in McKinsey\u0026rsquo;s Southern California office, and \u003cstrong\u003eMary Meaney\u003c/strong\u003e is a senior partner in the Paris office.\u003c/p\u003e"},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"3F374D322BC0417FA7505D64AE57B965","name":"Scott 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