What Every HR Leader Needs to Know About Sourcing Top Talent


That’s where your Talent Strategy comes in, providing staffing support for the Product, Marketing, and Sales teams.


Here’s the issue: Most companies wait until there’s an open position to start scrambling for new talent. This leaves them in the lurch. To be truly prepared to make your number, you need a constant supply of top talent on deck.


To do this, you must set up a “virtual bench” of go-to talent that can be on-boarded quickly and efficiently.


Here’s how to make it happen.


A feast-or-famine approach to sourcing makes it impossible to attract a team of “A” players.


Source Top Talent In Advance: 

The first step of the Talent Strategy is to develop the profile for an “A” player in each key revenue goal. After that, you should assess each member of the Corporate, Product, Marketing, and Sales teams against their profile. This will help pinpoint where your talent strengths and gaps are.


Now, you’re ready to actively source the talent capable of filling current or future Corporate, Product, Marketing, and Sales positions. You may find these key players outside or inside the organization. If there are people you can promote from the inside, it’s important to set up a clear succession plan.


Remember: It’s crucial not to neglect this process until there’s an urgent demand for new talent. This feast-or-famine approach to sourcing makes it impossible to attract a team of “A” players. And it will leave your team fighting to fill important positions at inconvenient times.


To make this process more concrete, we’re providing a simple questionnaire that will check off all the necessary boxes for sourcing the best talent.


Ask These Seven Questions:


  1. What are our current sourcing needs?
  2. What do we estimate our future sourcing needs to be?
  3. Who is responsible for sourcing?
  4. When we find a qualified candidate, how do we use a virtual bench to keep them interested?
  5. How do we blend traditional sourcing techniques with modern social techniques?
  6. Who is responsible for our sourcing process? Who else contributes to it?
  7. How do we reduce the time to fill an open position with an “A” player?


When the time comes that you need a quick replacement for a top position, you’ll be happy you asked these seven questions. With the right talent available to operate in the best performance conditions, your business will stay on track to make the number without missing a beat.


To make this process as smooth as possible, SBI’s “How to Make Your Number in 2016” workshop brings the best practices from the top performing companies to your office. We’re ready to get to work, and we know you are, too. Register for the workshop today, and we’ll schedule a meeting at your earliest convenience.


Mike Drapeau

Makes data and analysis come alive so clients can understand the “what” and “why” and design solutions that fit the environment.
Mike has led every function at SBI – Delivery, Sales, Talent, and Technology. Now he is a leader for Account Management, Private Equity Partnership, and long-term business development at SBI.


He has personally led over 100 projects for SBI over his decade+ time since its founding in 2006.


This starts by earning trust – of clients, of PE firms, of prospects. Mike obtains this by leveraging deep domain expertise, with more than 25 years in sales, competitive intelligence, sales management, marketing enablement, product management, pre-sales and sales operations. Mike relishes the idea of living in the field. So he does.


As a founding partner, Mike built out SBI’s library of emerging best practices for sales and marketing, which leads to evidence-based solutions, custom-fit to each client. Mike built himself many of the solutions now part of the Revenue Growth Methodology. And whatever he touches gets adopted. This is part of his commitment to making it happen in the field.
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