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Our Approach


We define top-performing talent as those highly motivated, multicultural, flexible, and hard-working individuals that consistently over-achieve objectives, deliver above-average and relevant results, successfully work as members or leaders of a team, effectively execute plans, quickly learn and adapt to new technologies and environments, are reliable, make decisions, take on new challenges, effectively solve problems, and get things done while positively impacting change and organizational culture in any given field of professional human activity.

Understanding where and when to find top-performing professionals, how they consider, plan, and manage their careers, and why and how they decide to join or leave an organization is key to cracking the overall performance code. The impact of shifting the percentage of these top performers in an organization in a shorter period of time is remarkable.


Finding, assessing,attracting, hiring, developing, and retaining top-performing talent is not getting any easier and is no longer a luxury for organizations, regardless of their size, origin, nationality, industry, or ownership.

Today, extraordinary circumstances are deeply transforming every aspect of work. Despite economic cycles, top-performing talent is in short supply everywhere. Among other important factors such as generational and demographic dynamics, the scarcity of top talent, the persistence of inefficiencies built into established attraction, development, and retention models, globalization, the development of new technologies, the complexity, size, and scope of problems, talent mobility, sophistication in top talent decision-making, the sheer speed of change, and the need for cultural understanding, executives make the challenge even bigger.

Top-performing talent has more career choices and is making greater demands on employers. They are better trained, more confident, more skilled, and better compensated than ever. Plus, they are extremely sophisticated decision-makers, equally interested in factors such as work-life balance, environmental impact, collaborative management, lifestyle, virtual work, flexibility, company culture, benefits, real career progression plans, and work atmosphere, among many others.

It is indeed a strategic priority and a mission-critical issue.