Recruiting: The Third Leg of the Hiring Stool
In the EOS process, you learn that much of the Focus Day™ involves establishing your Accountability Chart so that you can begin the process of ensuring you have the right people in the right seats. EOS focuses a great deal on evaluating each employee (via the People Analyzer) to see if he or she Gets it, Wants it, and has the Capacity to do the job.
In today's highly digitized world, many companies are letting computer programs sift through the many job applicants. Jobs are posted online with the assumption that several qualified candidates will apply. This may be a huge oversight.
Recruiting is the missing ingredient. Building, marketing and selling your great product to a hungry market requires a growing group of great people.
For some members of a leadership team, recruiting can consume a significant portion of their time. The more successful you are with your great product and hungry market the more time you spend recruiting to keep the machine running.
Acquiring a new employee requires a hiring process that typically involves the following steps:
- Identification aka sourcing
- Evaluate and sell
This is the process of building a job description that covers the required competencies, values and qualifications.
The top problem today is the scarcity of quality candidates. Unfortunately, most high quality candidates spend almost no time being unemployed, and so aren't looking for work.
Recruiting is going to be expensive. Either you will need to hire a recruiter for or you will need to bring in an in-house recruiter once you are certain that they have the knack of finding people that fit your firm.
Recruiting from preparation to retention is a team affair. Every leader in the company will devote part of almost every day to some aspect of the process. Add a recruiting metric to your scorecard if hiring the right people for the right seats is a critical function for your success.
Evaluation and Selling
In one 90 day period I had to recruit and successfully hire 70 people in my role as a manager at Intel. We developed a solid job description and build a screener to provide to the recruiters. We first did a very short phone interview and then scheduled a team interview where 3-5 people would evaluate each candidate using behavioral questions and testing for fit with the famous Intel values. It worked pretty well.
Today I've added a DISC survey as administered by the remarkable team at the Pinnacle Group (http://www.pinacclegroupusa.com). This survey reliably identifies dimensions you can't reliably interview for as well as for misalignments with other team members. I wouldn't hire without it today. It has never let me down.
I start selling the applicant even before I am certain that I want them. I start by the simple professionalism of my recruiting process. We quickly share our vision, our brand dimensions, our marketing value proposition and our core values. Assuming there is a sufficient degree of alignment I keep them warm through regular emails and phone calls.
I want everyone who comes in contact with my company to be fan even if they don't get the job. A good way to get this accomplished is the SaaS application "Lever."
Yes, they take time and are a pain. You are crazy if you don't do them. Like a behavioral interview, you want to ask very specific questions to validate the possession of specific competencies, behaviors and indicators of values.
Once convinced that a candidate is for you, it's time to close the deal. Know your company's value proposition. State it regularly. Understand what the candidate is after. Respond as best you are able to their requirements. Put it in writing.
One key step is to have them meet with their peer (team). Building true rapport will enable them to better withstand the inevitable counter offers and emotional pressure that they will receive.
Once they have signed, don't stop. You need to be in regular contact to reinforce the decision up to and through the first month of employment.
Once on board, deliver on the promises and remind them of the value proposition of working at your firm. Even though they are not nominally yours they will always be on someone else's list of potential recruits. Confirm what they value further and to the degree possible deliver.
Today, it is not enough to just have a great product in a hungry market. The third leg of the stool is a recruiting effort that gives you the talent necessary to power your engine to achieve your opportunities full potential.