Hiring the right people is one of the MOST IMPORTANT SKILLS FOR ANY BUSINESS LEADER. Mistakes are very expensive and can significantly complicate any business plan. It has been validated by many examples of great entrepreneurs and leaders in the last century.
“If you want to go fast – go alone. If you want to go strong – take people with you” – Mahatma Gandhi
According to Steve Jobs: “.. the first 10 people you hire will determine the success or failure of your startup”.
Other great entrepreneurs like Nemir Kirdar (Investcorp CEO), Bil Gates (Microsoft), Ray Dalio (Bridgewater Associates), Laslo Bock (Google People Operations), have made multiple statements subscribing to the importance of the skill to select the right people.
This is why hiring is not something you can delegate if you want to grow your business. The tough truth is: “your business – your team – your choice – your responsibility”.
So, given how important it is to approach every new role creation and every new team member selection must be well thought through, prepared, and conducted. Here are some key principles of a good approach to hiring the Right person, for the Right job in the Right business.
- Start with WHY. “Why are we hiring?” ” Why for this role?” “Why now?” We start here because it simplifies things, and makes our work more efficient further down the process. When the WHY is clear there are no unanswered questions that may get in the way when interviewing and making the critical decisions. The WHY also often determines whether we deal with a simple one-time hire, or a Strategic Talent Acquisition, where some long-term scenarios, closely aligned with the overall business plan must be considered. So, to get things right we get the WHY defined and clarified first and then move on to the technicalities of hiring.
2. We combine Science, Art and Authenticity.
We use SCIENCE to collect the relevant data, apply ART to assess the candidate, and AUTHENTICITY to make the new relationship work for the long future.
What does it mean in action ?
Science – clean data is most necessary at the end of the hiring process when we make the final decision about the best candidate, however, the time we collect facts and figures (during all meetings with all candidates) is best used if it provides reports and detailed notes, with structured criteria and comparable facts about each candidate that enters the process.
Art is to be applied in communications throughout the process of interviewing. This is when the art of applying such skills as active listening, showing empathy, influencing, building rapport and relationships, demonstrating trust and respect play a critical role in hiring. It is common knowledge that it’s not only the candidate who has to impress the employer, that we need to win their minds and hearts during the few short meetings but it is not commonly understood why, how to do it, and how to build on it. In the ideal world, we would like all candidates who didn’t get the job to walk away with great respect for our organization, all interviewers, and a strong desire to come back for the next opening.
Authenticity is an extremely important factor for building rapport with a potential future colleague during the process. This is the time when candidates get a sense of your leadership style and the culture of your organization. It is best if they clearly fit in and visibly like it.
3. We look for IQ, EQ and Potential in each candidate, and here is why.
Not all candidates that CAN do the job WILL actually do the job.
Hiring candidates with strong experience (which usually is backed by certificates, relevant education, and a good list of previous employers) does not mean a perfect choice because it all falls under the category of IQ. Traditionally IQ/ Experience were the major criteria for hiring experts but it has proven to be not enough. When the hiring managers/business leaders realized that they need their new employees to perform their jobs with passion, whole-minded engagement, an open heart to the teammates, and a drive to achieve the desired results, they started adapting their interviewing process so that all the “soft” aspects of each candidate, their EQ, were verified. After all, we also need to simply like the people we work with so it is better to cover it thoroughly and early.
How do we predict POTENTIAL FOR GROWTH?
To identify potential we interview and measure the learning agility, drive, intellectual curiosity, leadership, and mobility. When there is the right balance between IQ, EQ and Potential we can be more confident that our new hires can, and will, do their job, facilitate the growth of the organization and continue contributing to it is a success without being managed closely.
4. Our hiring process is structured but it allows flexibility
We structure the hiring process in 3 vital steps followed by some activities helping to retain and grow the new talent. This is the optimal amount of work and learning that needs to be invested by the hiring leader. Our experience shows that taking shortcuts makes the process longer, more confusing, and eventually brings poor results.
Skipping any one step is not an option. However, as we do understand that everybody and every business is different and that flexibility is necessary, we allow adjustments in the HOW – the way the process, not in the WHAT – i.e the steps of the process itself.
Three Stages of Hiring The Right People
We offer Support beyond the hiring process
5. We work shoulder to shoulder with clients
We consider steps 1-3 are our shared responsibility, but after the hire, we are still available for further coaching and support until the 1st Anniversary party is over.
We are confident that by the end of step 3, after putting so much work in selecting the ONE candidate, the hiring leader will be able to ensure a smooth onboarding and integration with the team for the newcomer, but if help is needed we are available anytime.
6. Use of modern technology, psychometric tools and AI.
Neuroscience and psychology have made amazing progress in the last decade and the amount of good and reliable tools that can support the accurate assessment of the candidate is vast. They can be very useful and reliable in some cases and for some projects, they are simply unnecessary so we help clients by recommending the right tool for the right project.
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