Issue: Sensible Hiring for the Recovery

The late 1990s was a "feeding frenzy" of hiring followed by a bulimic disgorging of excess staff when the business cycle turned down in 2000. There are signs that the business cycle is turning again. Although there may be a lag between the improving business outlook and when you hire, it is not too early to plan now for when you staff up.

Hiring is expensive. Hiring the wrong people is even more expensive. It is easier not to hire the wrong person than to deal with the consequences of a bad decision. Here are a few common sense tips from my book, Leadership at Your Fingertips.

Define your needs   Create your "shopping list" for screening applicants. Seek input from the people with whom a new hire will work. How will their work be affected by adding someone new? Is the talent you need one-time or on-going? Can you outsource, use a contractor or consultant, or do you need someone on-staff? Define the outcomes expected and your requirements.

Abilities   What aptitudes, knowledge and skills do you need? You can augment knowledge and skills. A lack of aptitude is not worth trying to overcome. (Although I love music, I have no musical talent. No matter how much I practice, I will never be a musician.)

Values   What work values are essential for success? (If you have a high need for control, then a person who craves independence will chafe working for you.)

Motivation   What do you do to bring out the best in people? Money, while important, isn't everything. What are the intrinsic rewards you have to offer? Where would your job fit in the career of a job applicant?

Style   What are the characteristics of people who thrive working for you, and of those who perish? You have probably seen people who are stars working for one leader and absolute failures working for another. Learn from your experience. Hire only people whose values are consistent with your organization, who possess the right balance of aptitudes, knowledge, skills and experience to be competent, and who will be motivated to "bust their buns" for you.

Involve people   in the selection process who have a stake in the success of the job you're seeking to fill. If you heed their concerns, they will have a vested interest in helping the candidate to succeed. If they can't "live with" a candidate, you're asking for problems if you hire him/her.

Check references   In four out of five cases where I have coached clients through dealing with a problem employee, they neglected to check references. Probing questions can provide useful insights for your hiring decision and for supervision. Even though some businesses prohibit their staff from divulging reference information, you can usually get through to former supervisors. If you get conflicting references, check out the people who provided you with them so that you can place their views in perspective.

"Hire in haste, repent at leisure."   Though you may feel pressed to shortcut the process, don't. Hiring decisions are some of the most important decisions you make. Your success, and the quality of your life, depend on them!

Sincerely,

Ian Jacobsen, FIMC
Certified Management Consultant