Hiring New Team Members
Hiring New Team Members
Whoa. Recipe for disaster.
Quick hiring, convenient hiring or insider hiring rarely works. There is reverse proportion between the timing of the hire and the quality of the hire. The quicker the hiring decision, the more likely the decision will be a poor decision. The more convenient the candidate (i.e. Bob in accountings’ sister in law) the more likely it will haunt you for a long period of time.
First, a couple of truths. It is hard to get rid of bad employees. Bad employees are rarely bad because of a lack of technical skills and are more likely bad because of attitudinal skills or a lack of interpersonal skills. Money is a bad motivator and a worse recruiting tool. Insider hires often blur the lines of accountability and ethics.
Effective leaders hire for attitude and interpersonal skills. Every big file sitting in the office of an employee relations manager is the result of poor communication, teamwork and adapting skills and not as a result of lack of experience. Rarely has five years of progressively responsible accounting experience ever caused workplace dysfunction. Bachelor degrees do not cause a team members to fuss with one another. Those problems occur because our team members lack the skills and attitudes necessary to be successful in the modern working environment.
Effective leaders hire for fit within the existing team and organizational culture. If the working environment is pretty low key and soft spoken, will the hyper-aggressive, I’m going to have your boss’s job someday type fit well? Will the quiet, understated type work well with the team of sharks you assembled? Those are the considerations that effective leadership considers when potentially placing a candidate.
Effective leaders search for growth and potential and not just a quick fix. Beyond the performance of the role in which they are being placed, what can the candidate become? Do their career objectives fit within the framework of the organization? Will they continue to be challenged? Can you offer growth opportunities to match their growth expectations?
Effective leaders understand the short-term strain of being under-staffed but hire based on long-term impact. Part of this is legacy management and understanding that the people you hire will be your culture champions and the long-term memory of your tenure at the helm. Long after you are gone, the people you hire will be running the show.
Effective leaders are not afraid to start over. The job ad was placed last Sunday. Seventeen resumes in. Six interviews. No one fits. No one has the interpersonal skill package. The effective leader will start over and not just settle for the best of a limited talent pool. They will expand the search criteria. They will fish in a bigger pond. They will evaluate and re-evaluate how they are attracting candidates.
The adding or replacement of team members is a significantly important event for any leader. It is one that requires thought, planning and time. With a great approach, you can continue a tradition of great results. With a rushed approach, you are setting the stage for consistent problems and turnover.
Hiring New Team Members - To learn more about this author, visit Tim Schneider's Website.
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Get me a body. We have an opening and I need someone now. We can’t live this short staffed for longer than two weeks. Just get someone. We can train them. Call HR.
Whoa. Recipe for disaster.
Quick hiring, convenient hiring or insider hiring rarely works. There is reverse proportion between the timing of the hire and the quality of the hire. The quicker the hiring decision, the more likely the decision will be a poor decision. The more convenient the candidate (i.e. Bob in accountings’ sister in law) the more likely it will haunt you for a long period of time.
First, a couple of truths. It is hard to get rid of bad employees. Bad employees are rarely bad because of a lack of technical skills and are more likely bad because of attitudinal skills or a lack of interpersonal skills. Money is a bad motivator and a worse recruiting tool. Insider hires often blur the lines of accountability and ethics.
Effective leaders hire for attitude and interpersonal skills. Every big file sitting in the office of an employee relations manager is the result of poor communication, teamwork and adapting skills and not as a result of lack of experience. Rarely has five years of progressively responsible accounting experience ever caused workplace dysfunction. Bachelor degrees do not cause a team members to fuss with one another. Those problems occur because our team members lack the skills and attitudes necessary to be successful in the modern working environment.
Effective leaders hire for fit within the existing team and organizational culture. If the working environment is pretty low key and soft spoken, will the hyper-aggressive, I’m going to have your boss’s job someday type fit well? Will the quiet, understated type work well with the team of sharks you assembled? Those are the considerations that effective leadership considers when potentially placing a candidate.
Effective leaders search for growth and potential and not just a quick fix. Beyond the performance of the role in which they are being placed, what can the candidate become? Do their career objectives fit within the framework of the organization? Will they continue to be challenged? Can you offer growth opportunities to match their growth expectations?
Effective leaders understand the short-term strain of being under-staffed but hire based on long-term impact. Part of this is legacy management and understanding that the people you hire will be your culture champions and the long-term memory of your tenure at the helm. Long after you are gone, the people you hire will be running the show.
Effective leaders are not afraid to start over. The job ad was placed last Sunday. Seventeen resumes in. Six interviews. No one fits. No one has the interpersonal skill package. The effective leader will start over and not just settle for the best of a limited talent pool. They will expand the search criteria. They will fish in a bigger pond. They will evaluate and re-evaluate how they are attracting candidates.
The adding or replacement of team members is a significantly important event for any leader. It is one that requires thought, planning and time. With a great approach, you can continue a tradition of great results. With a rushed approach, you are setting the stage for consistent problems and turnover.
Hiring New Team Members - To learn more about this author, visit Tim Schneider's Website.
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Dianne CramptonDianne Crampton is an executive leadership coach, team consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. - Visit Dianne Crampton's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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