Vol. XXXIX

Dear Manager,

In conversations with managers, it has become clear to all of us that the evolution of the marketplace has created a definite shift in the recruitment of both employees and field staff members.

The hiring of one’s staff is the most important aspect of management. It is as close as we get to a treasure hunt, with the gold just a single and fortuitous interview away. A quality staff is a very positive reflection of our business. Will we always hit pay dirt in the hiring process? No. I am convinced, however, that while market conditions play a significant role there are always strong candidates in pursuit of meaningful opportunity. The worst possible reaction to challenging times is to lower the standards established by current staff members.

The hiring process is not what it once was, yet the fundamentals have survived decades of economic and market transition. In a tight job market, the number of quality applicants can often be reduced; the opposite can also be true dependant on the job market. Does this mean we will settle or will we become single-minded in the process to ensure success? Is there an insurance policy available should we crash and burn?!

I can remember once being in the position of needing to hire two new associates simultaneously. After having spent many weeks in my hiring endeavors, I was prepared to offer positions to two outstanding applicants. It seemed so simple and so right when they accepted the positions. Equally as simply, a week later they both changed their minds!

One of the positions had been offered to an individual whose soon-to-be former employer offered her increased salary, flex hours, a bonus, and stock options if she were to reconsider. The second position was offered to a very successful industry veteran who realized that her heart just wasn’t in it anymore and it was “time to do something different.” Even though their commitments to me had been sincere (and their training completed) they had no choice but to reevaluate their situation. I accepted both decisions with a dose of understanding and an equal dose of disappointment.

Certainly there were second place finishers in the original interview process, and pressure was building to fill these positions. Will second best meet the long-term needs of the organization? Is second best simply an easy way out of a more difficult scenario? Is it better to have a vacant position or a long-term commitment to mediocrity?

With an even greater commitment to success I began the process in earnest … all over again. The second search created a new set of demands, as the normal grace period had passed (at least from my own perspective and sense of urgency). The challenge became my resolution to be patient, complete my original objective, and compete for the best.

TARGET THE INDIVIDUAL

First, define the qualities you are looking for in this individual. Begin with the review of similar qualities that you admire in other members of your staff. Write them down and begin to envision them in the individual you are attracting to your organization. Never, never compromise on these fundamentals.

Supply and demand dictate all business markets. Is what you are offering CURRENTLY competitive with market conditions? Is your salary and bonus package aggressive in finding only the best? If you offer commissioned positions, is your commission structure and selling package attractive as compared to similar companies in your industry? In other words, are you looking for a miracle?

WHAT IS THE MARKET OFFERING?

Are you accurately and effectively promoting the benefits, advantages “and virtues” of working with your organization? Be knowledgeable about the advantages you can provide as compared to competitors and the job market as a whole. We should never have to hard-sell a position with our company to anyone. Without question, we should be candid and objective about who and what our organization is and has to provide.

Pre-screen your prospective applicants. There is nothing worse than wasting your valuable time, let alone the time of a poorly qualified applicant. With just a few minutes on the phone, their attitudes and qualifications can be defined.

Have you checked out the best in the industry? Compile an on-going list of top applicants for current and future review. Speak with business associates, fellow staff members and customers to find out who is the best-of-the-best in the marketplace. In a casual conversation at a recent trade show I was given the name of an outstanding salesperson who had just put themselves on the job market (I hired her!). A more aggressive approach to your own research is imperative in all employment markets. In a strong employment market, individuals who understand their value will go shopping.

Have you considered hiring from within? There are surely individuals in your organization who have the proven capacity and abilities to reach for new heights. You never want to reward average performance with additional responsibility, yet the best you have should be considered for increased opportunities.

It has become apparent that the market has begun to provide very highly skilled individuals who wish to work on a part-time basis. These individuals are former full-time professionals who have begun to feel stagnant and are looking for a challenging position that meshes with their changing needs. Due to family and other considerations, flexibility in hours has now become their priority.

The question becomes, can you structure the position(s) to use this dynamic resource? The quality of work produced by highly motivated part-time employees can be simply outstanding. You might even find that these individuals succeed beyond their full-time counterparts. Their professional history dictates their drive and commitment. Why not consider two part-time positions for your next full-time opening?

Are you prepared to meet with an applicant a second or third time? I’m the first to admit that on occasion my gut has told me in less than five minutes that the perfect applicant is in clear view. Let’s face it, the interviewing process is little more than a dance. Expectations are uncertain, and the first interview provides an hour or so to share what you believe the other wants to hear. Only in a second interview can all parties begin to address their honest concerns and expectations.

The quickest route to failure in any new working relationship is in the lack of adequate, formalized training. I am consistently amazed by the number of sales people asked to fend for themselves with NO initial training. Our greatest opportunity for impact with a new individual is in the very first days and weeks of the relationship. A sizable portion of our investment must come on the front end. In addition to your own commitment, ask for the assistance of those who can enthusiastically teach others the fundamentals, details and essence of exactly how to be the best at what they do.

Let the treasure hunt begin. Yes, the current market has indeed changed. We all have the opportunity to compete for the best. Or, we can settle and rationalize that a very difficult job market has ravaged our business. As in all aspects of management, the choice becomes ours. I recently read a terrific quotation relating to management and this exact scenario. “In business the general rule is that people bet on the jockey, not on the horse.”

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2009. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM