w2-The Definitive Guide to Recruiting in Good Times and Bad (recruitment…
w2-The Definitive Guide to Recruiting in Good Times and Bad
ideas in practice
Anticipate your future leadership needs, based on your strategic business plan
review needs every 2-3 ys.
Identify the specific competencies re- quired in each position you need to fill.
Develop a sufficiently large candidate pool
ask suggestions from both in and out
ASSESS THE CANDIDATES
CLOSE THE DEAL
INTEGRATE THE NEWCOMER
mentor, on-going supports
when eco crisis, cutting costs, slash hiring.
smart co., clean house and find what is missing
3 levels of org.
C-level executives, their direct reports, and the layerbelowthat
x is the number of senior executives constituting the critical leadership pool in the company
Hiring Gets a Failing Grade
few companies that excel at one or more aspects of the hiring process and just a handful hire “gold standard.”
:red_cross:Respondents relied heavily on subjective personal preferences or on largely unquestioned organizational traditions, often based on false assumptions.
??? to hire insiders or outsid- ers, on who should be involved in the recruit- ing process, on what assessment tools were most suitable, and on what the keys were to successful hiring and retention.
funny: 43% hire experienced, but 24% ability to collaborate, only 11% read to learn new things
:red_cross:de- cisions mainly on interview performance, paying relatively little attention to careful reference checks.
:red_cross:ignorant of their company’s own demographic projec- tions
Step 1: Anticipate the Need
recognize that your firm’s existing top-x pool is probably inade- quate.
review their high-level leadership require- ments every two to three years and develop a plan
How many people will we need, in what posi- tions, in the next few years? What qualities are we looking for in those people, and how will we know when we find them? What will the organizational structure look like? What does our pipeline need to contain today to en- sure that we can find, develop, and support the leaders of tomorrow?
Step 2: Specify the Job
hiring is greatly improved if companies em- ploy the model’s basic tenets as a template:
Step 3: Develop the Pool
top-x search, then, needs to contain a mix of insiders, inside-outsiders, outside-insiders, and true outsiders.
Step 4: Assess the Candidates
A good assessment yields more than a good candidate
evaluate the candidates.
sell the position and the organization to highly attractive can- didates, especially those who may be wary.
3.build organizational consensus on the suitability of the new candidate, par- ticularly if he or she is external.
The right interviewers.
small number of individuals
more important to choose the right assessors than to focus on the assessment technique.
The worst interview- ers actually have a slightly negative effect---wrong decision
Some people, for example, don’t like to surround themselves with strong, high-potential colleagues.
The right number of interviewers
The right techniques
ask candidates to describe specific experiences they’ve had that are similar to situations they’ll be facing in your organization
The candi- date should not be allowed to discuss hypo- thetical scenarios or make vague statements about what “we” did.
The right organizational support.
hold no conflicts of interest and can evaluate the candidates objectively
Step 5: Close the Deal
The organization’s commitment.
present the good and bad side of the org.
employees do not leave jobs; they leave their managers.
: worst or most stressful aspect of their job is their immediate supervisor.”
Step 6: Integrate the Newcomer
many firms take no steps at all to ensure that new employees are integrated into the com- pany’s culture
40% of new C- level hires who departed within two years did so because of integration difficulties.
new leaders formally check in quarterly with their men- tors, their bosses, and HR for the first year
Step 7: Audit and Review
best-practice firms act quickly to remove bad hires
take auditing and review