Advice for Hiring AKA Picking Teams
Hiring well is crucial for any business. And everybody knows it. However, the Golobish Group has found that hiring processes are typically the most immature within an organization and lead to its most costly failures. For example, many managers and execs just “wing it” through candidate interviews. Or, they rely on their “gut.” Therefore, it’s not particularly mind-blowing that so many companies continue to make bad hiring decisions that cost them time and money. Granted, bad decisions will happen. However, what is actually mind-blowing is that companies that know they have a history of hiring poorly don’t seem to want to get better at it. It’s our advice that no matter what your job is, if it involves hiring, then hiring is the most important part of your job. It’s more important than your “job job” and it’s more important than your boss’s job. While that may not always be practical, it ought to be your mindset when making hires.
Before the Hire
When you think you’re ready to advertise an open position, you probably actually aren’t. Re-examine the position’s requirements carefully and thoughtfully. If it’s a position for which you’ve hired before, ask yourself if any of the requirements have changed? Was the description used in the past to land an awesome employee? Or, is the description filled with outdated requirements and has so far been only mediocre at landing rockstars? Further, are you recycling a previous hiring manager’s job description? If so, start from scratch and craft a new job description in your own words. If you’re not a writer, keep it simple and remember to ditch bland cookie-cutter corporate jargon that prominently features words and phrases like “agile, fast-paced environment”, and “must be a proactive problem-solver who thinks outside the box.”
Hire for the Future
When shooting clay pigeons, you don’t shoot at the clay pigeon. You shoot for where it’s going to be. Hiring is the same. Don’t hire for what your org needs right now. Hire a candidate who can handle the job now—but who’s also perfect for it a year down the road. This means that you need to have good vision of where your company is headed. And if you’re hiring in a start-up environment or in a medium size organization that’s experiencing significant growth, this is a crucial thing to get right. If you don’t hire for the future in a heavy-growth company, you’re actively ensuring future incompetence. And it’ll be your fault.
In our experience, it’s very rare to find truly senior-level expertise in someone with two or three years of professional experience. Similarly, it’s very rare to find a top-notch, director-level candidate with only two or three years of professional experience. Why? Lack of seasoning. One of the most valuable insights we’ve ever read or heard about hiring is: hire someone that has had success doing the job in the past. The “seasoning” part of this message is how long that past actually is.
The Golobish Group is a management consulting firm focused on increasing the performance of SMBs through disciplined use of business analytics, process and technology. Click here to contact the Golobish Group.