I wonderhow some companies are capable of taking big leap in their business and othersdon’t. This article will make you think in a very different manner about whatdo really mean by great staffing and what you’re trying to achieve from it? Onefamous saying state that “People are the most important asset for any growingcompany” turns out to be wrong as because it is not “the people”, “the rightpeople who are the most important assets for any growing company”. With this simplequote I would like to make you understand, what it takes to turn a company fromgood to ever lasting greatness? What was that which took these firms far beyondtheir nearest competitors? Was it a market conditions? Was it a technology thatplayed important role? The answer is none of the above; the answer was greatStaff. And in order to become great, some of our closely held assumptions aboutstaffing need to be challenged.

How tobuild a great staff? The answer defies nearly every process, structure, andtechnology built into the staffing function today: The executives, with thehelp of right staff, can transform a company from good to great only by gettingthe right people on the bus (and the wrong people off the bus) and then planaccordingly as to where to drive it.

Manyof the great firms don’t spent much time in finding the best staff; instead,they attempted to “introduce a long chain of talent” into their organizations,most of the time without a job in mind. The concept of the “opportunity hire”seems lost in this age of judgment testing, skills-based profiles andpre-screening. A key part of the “get the right staff on the bus” approach isnot selling a set vision to potential candidates. Great staffing might be amuch different endeavor from what many of us have come to believe.