Redefining A-Players: Data-Driven Solutions for D&A Talent

The current reality of hiring in the D&A space is that despite being data-driven in many areas, most organisations don’t use data when making D&A hiring decisions.

For example, in sports—where metrics clearly define top performers (e.g., LeBron in basketball, Messi in football)—the corporate D&A world is different. There is a large misconception around the word “A-players” – is said “A-players” have big-name company experience on their CV, like Google, Microsoft or Amazon, and we automatically think that this person will excel in our organisation. But that is not always the case. Just because they were a great fit in Google does not mean they may be a great fit in your company.

An “A-Player” does not have a strict definition but their success depends on many factors such as environment, culture, leadership, team dynamics, processes and structure and many others. One organisation’s star performer might struggle in another due to differences in these variables.

In a world of talent, there are sometimes elements of quantitative data used, such as

• Number of people with certain skills

• Geographic availability

• Experience levels

• Diversity metrics (e.g., gender split)

• Market salary ranges

However, qualitative data is rarely used, even though it may be important for understanding whether a candidate may be a fit potential.

There are run-of-the-mill assessments that exist like generic leadership evaluations, but they don’t address specific challenges in D&A hiring.

There is a gap in understanding what makes the best candidate. Many organisations struggle to define what “the best” looks like in their unique context. Without clarity, it’s impossible to measure or identify candidates who will thrive.

But there is a solution to the problem: Data-Driven D&A Talent Decisions. We’re tackling this problem by helping organisations:

1. Assess the conditions for success: Is the environment conducive to high performance?

2. Define key activities for value creation: What will this role need to achieve in practice?

3. Identify the right skills and experience: What specific expertise is needed to drive results?

4. Create a mechanism for tailored assessment: How can we evaluate candidates against these unique needs?

By applying data and insights to hiring, organisations can:

• Reduce guesswork in recruitment decisions.

• Align hiring with organisational goals.

• Increase the likelihood of long-term success for both the individual and the business.

Sophie is our Head of Marketing. She has a wealth of experience in marketing and communications, having driven strategic initiatives and managed direct communications.

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