Continuously: Aggressive companies are always
on the prowl for talent. They have a sense of what skills they need
now and in the future, and what type of person will be a good fit.
They look even when there are no current openings, because one can
never predict when an employee might leave.
What You Need:
Know the skills and personality traits that will make a person
successful in a given job, so you can develop job descriptions when
you’re hiring. This helps in framing interviews with potential
applicants, who in turn learn in advance more about the skills needed
for the position.
Initially, a job description facilitates the selection of the right
employee. But a good job description also ensures that he or she has a
clear understanding of responsibility, authority and expected results,
so it also becomes a useful training outline.
Many Candidates: Don't hire
the first person you like. Commit to meeting a number of people - even
though you won't be interested in most of them. If you don't think a
person is a good fit for your company, use the interview to dig up
information on your competitors or create a business-development
opportunity. (Who knows where your company's next alliance partner
will come from?)
Probing Questions: The only way to find out if
candidates will be a good fit for your company is to ask a lot of
questions to discover whether:
- they possess a positive
- they have high energy.
- they are trustworthy and possess
- they feel good about themselves
- they take responsibility without
- they desire to keep learning and
hunger for growth.
- they are willing to follow the
leader and work with the team.
- they have a good track record.
- they are able to flow with the
organization and accept change.
References: Today’s employment laws are
extremely strict on how much information can be obtained regarding
past employment; previous employers are not supposed to give out any
information other than the length of employment. They cannot give out
any information with regard to skills, attitude, attendance or
anything else in the applicant’s job history while employed there.
Expectations: New employees
seldom know exactly what is expected of them, how they will be
measured, or with whom they will work the most. It’s important to
communicate expectations and metrics clearly and succinctly from Day
Attractive Compensation: Money buys
the house and the bacon, but it also represents recognition and
fairness. Talented people expect their contributions to be
acknowledged and their compensation to reflect their impact. If
necessary, do a competitive compensation survey.
a Buddy System: Often overlooked yet
consistently successful, mentoring systems give employees a sense of
history and community when they enter a new company environment. By
introducing recruits to the office culture immediately, mentors make
them feel important and necessary to the company's success.
People to Their Full Potential: Every
company leaves a tremendous amount of human potential untapped because
its people are inadequately developed.
Provide informal feedback and coaching, cross training and
opportunities for advancement. Train all new employees thoroughly in
job requirements immediately upon hiring. Putting a new employee on
the job to “sink or swim” results in frustration, sloppy work
habits and omission of important details. Reinforce the attitudes and
behavior patterns you want. A new employee is usually highly receptive
to suggestions and eagerly assimilates and readily accepts the
organizational vision, mission and goals.
Exit Interviews: Retention of
talent often begins at the end of the process. Chances are, an
employee who is walking out the door will be more honest and
forthcoming than a person who still depends on your company for a
paycheck. But in order to ensure truly effective exit interviews, a
leader must establish a climate of trust long before he receives the
letter of resignation.