Archive for April, 2015
By: Ryan Joseph, Executive Recruiter
When it comes to hiring for an important role within an organization, there is a lot of pressure to make sure the right person is found. One bad hire can set an organization back years, so many fears can arise during the hiring process. What if I hire the wrong person? What if this person doesn’t mix well with the team? What if this person gets complacent once they come onboard? With questions like these in the back of every hiring authority’s mind, it can be very easy to decide that the only way to know for sure that the person that is hired can do well in the role, is to hire someone who has worked in that exact same role. They’ve done it in the past, so they can do it again right? Why take the risk on hiring someone whose resume doesn’t reflect the exact same experience?
This kind of thinking is what I think can truly set an organization back. Every week I come across candidates that have a history of short tenure at various organizations. They go from one company to another with no real track record of success, yet there is always someone willing to hire them because of one basic fact: they’ve held the same position before. They are viewed as a less risky candidate because of the titles on their resume, and get the job over other candidates who might have more success in the role. By doing this, the organization misses out on a whole selection of potential candidates because they are hiring based on a resume and not based on the potential of the person. By hiring for competencies over the titles on a resume, a company can truly focus on the culture fit and potential that they see in the individual.
As with any hiring decision, hiring for competencies is not risk-free. However, I believe that it does present more opportunities for an organization to find an impact performer. I am not saying that looking for a candidate with the exact same experience is a bad thing, just don’t limit yourself to that way of thinking. Next time you are on the fence about a candidate based on a specific experience that is not shown on their resume, take the chance and have a conversation with them. You might be surprised what you find.
By: Kyle Kenney, Client Account Manager
Do you truly value the talent in your organization?
Most people in key leadership roles will tell you that their greatest asset is their people. This response has almost become expected in a market where “culture” is a buzz word. But what do you think their employees would say?
As a recruiter, I speak to people every day who are unhappy in their role or unhappy with the organization that they work for. There certainly is a percentage of those that are on a two way street, where their organization is not particularly pleased with them either, but many of them are performing just fine and doing great work for their organization. Some are even top performers and considered key parts of the operation.
Often times when we recruit one of these stronger performers they are not unhappy in their role, but they aren’t happy either. They have nothing bad to say about the company they work for or those they report to. Quite often they just have not been asked what is important to them. They are performing well and compensated fairly so what is the problem?
The market has changed, people are not happy just to have a job today. They are refocused on their goals and what they hope to achieve. Some want to challenge themselves and grow in new areas. Others are happy in their role, but know the value they bring to the organization and want to feel appreciated. So again I would ask, do you value the talent in your organization? Or do you value the work that talent produces?
Believe it or not these are two separate things. The difference being that if you value the talent then you are saying you value the person. As leaders you have to have a vision and be driving your organization in a direction. To move in that direction things need to be done and that takes work. So it can become easy to focus on your vision and see people performing within that vision and believe all is well. From your perspective it is. But each person in your organization has their own vision. Great leaders take the time to talk to their people and focus on the person. Not just the work. They find out what that person hopes to achieve, what direction they want to take and what they see for themselves. This doesn’t mean you go changing your vision every time an employee wants to do something different. You would spend all your time changing things around and never moving forward. But if you really value the person then with time you try to find a way for their vision to work within yours. You won’t be able to do this for every person, but you probably already know those you would not want to lose. Even if it means making changes, the value that they produce because of who they are outweighs the cost of moving pieces around to align the two visions.
So value the people and the work. Hold your vision, but understand what you want for people isn’t always what they want for themselves. Drive your vision, but understand the road is rarely straight. Sometimes altering the course a little actually gets you there faster than you would have been if you just drove straight through. If you have someone that is happy and content with their role currently you better make sure they feel appreciated. These are the easiest people to take for granted in your organization, but people who are happy with what they have now are the hardest to find in work and life.
Or don’t. Because if everyone spent more time focusing on the people and not just the work, my job would get a lot harder.