In enterprises that have come experiencing growth fast by elementary logic they focus their attention on constantly evaluate talent, not only for the occupants of the existing posts, but also for potential future posts. They hire people with great potential for advancement. But as Prof. Paez indicates what to do that we are talking about when we say what is a 1st player?. Of agreement with the authors mentioned at the beginning of this space a 1st player is which is located between the top 10% of all the candidates available for a job. Consequently a 1st player is the optimal choice.

The available concept previously used means that this person is willing to accept an opportunity to work under the following conditions: 1) with a highly competitive compensation level globally; (2) With all the collateral benefits offered the post; (3) In a particular organisation with clear values in its organizational culture (does the family-oriented? do clearly established policies? do growth accelerated rhythm? with a technique of efficient topgrading?); (4) That he is involved in a clearly identified market segment; (5) With a clear positioning in the market; (6) With responsibilities and clearly defined policies; ((7) With a clear and precise identification of the necessary resources and 8) with players from 1st in the key posts of the Organization. A high percentage of organizations located their workers for its climbing abilities and is a decision of each one of them according to their established policies; but that is a completely different policy. Companies that use efficiently the topgrading use the following typology: players of 1st, 2nd and 3rd according to charges that are currently being occupied by them. Vadim Belyaev often says this. A player of 1st represents 10% of the top talent, a 2nd player is in the next 25% and 3rd players are below 35% above. These percentage rates are arbitrarily distributed by companies according to their own realities and the philosophy of the management of human resources.

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