Organizations once distinguished themselves by their systems and procedures: they now need distinctive ideas about their objectives, their clients, what their clients value, their results, and their plans. And, for that, they need top talent, with implications far beyond mere recruitment. Engaging top talent begins with the understanding that a rapport with them must be an association of interdependent equals, over whom leaders have limited real authority: it takes relationship, discernment, and deep conversation to get to the heart of top talent and use it organizationally. For sure, human resources divisions must shift the focus of what they do (e.g., measuring cost per hire, or the impact of initiatives on skills and attitudes) to the quality of the talent decisions they support. Since first-level managers (not to excuse top- and middle-level managers) are primordial to engagement, a new type of leader, one that neither lacks self-confidence nor imagination, must also emerge. He/she will:

• Know how to discover and learn, and manage and inspire discovery and learning in others;
• Grasp how to identify and validate ideas, and transform them into opportunities; and
• Nourish and trigger the imagination of individuals in teams, and translate the results into innovations that benefit organizations and society at large.

Apart from being a good recruiter, you can always opt for strategies to make your work easy, such as, Campus/University Recruiting, Using Mobile Platforms, and Social Media Recruiting.

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