We believe successful recruiting begins with a thorough requisition that is specific and mindful of today's market. The accurate definition of the following three areas is critical to compete for good candidates.
1. What specifically do you need this person to accomplish?
Sounds simple, but it is surprising how many managers and executives skip defining this clearly. List EVERYTHING!
What do you want this person to accomplish in the first month, quarter, and year? Then do a rough estimate of how
you expect them to prioritize their efforts and time. Consider the following and add your particulars:
% recruiting, building a department
% negotiating with vendors
% traveling
% work alone vs. % teamwork
% development vs. % maintenance/support
% time spent in meetings
% hands-on technically
% training others
% spent in training
% ongoing projects
% new projects
% written communications/documentation
% managing expectations/internal corporate politics
BE CLEAR HERE! This is where most bad hires happen. How do you see this person spending their time at first, and then maybe after a year? Few employers overtly misrepresent the position in the interview, but even fewer paint a truly clear picture of what a new hire can expect. If your company stresses documentation heavily and employees find themselves spending a fair amount of time writing, tell prospective candidates. When we visit a client, most of our job is to take the general requisition and fine-tune it. We often find that we are looking for someone very different once we have dug a little deeper. The time to rethink the req is now, not in the middle of interviews.
2. What characteristics, qualities, and skills are you looking for in a person?
Write your "wish list" here. Describe the perfect candidate in all his or her possible incarnations.
When you think of all the possibilities in your mind's eye, ask yourself "Why do I like the idea of this person?
What trait is it that I really like?" Ask yourself who your favorite employees have been, and look for similarities
in style and function.
In my experience, the most attractive employee is the one who gives his or her employer peace of mind. Who has
given you peace of mind? Why?
Your wish list might include a combination of the following qualities and personalities:
Independent, Self-starter
Reliable, Responsible
Good Communicator
Entrepreneurial Spirit
Technical wiz
Quiet
Energetic
Takes direction well
Devil's advocate
Creative business mind
Strong appreciation for the product
High integrity level
Multitasker, juggler
Steady
Requires little supervision (define)
Stays in constant contact (define)
Detail oriented
Big picture oriented
Enthusiastic
Cool under the collar
Presentable to Upper Management
Presentable to users
Can stand up to users/management
Can handle, even thrive in, politics
Presentable to customers
Available long hours, weekends
Will wear a beeper
Will succumb to drug test, TRW, or police check
Experience in a similar corporate culture (defined as...)
Technically a perfect fit
Technically a 75% fit
Technically a 50% fit
3. What do you really have to offer (other than a job)?
What is attractive to an employee is not necessarily what you had in mind. So put the shoe on the other foot and
be realistic. Effective hiring executives step outside of themselves and recognize what they have to offer. Many
employers can "buy" talent in this marketplace, but we find that purely money motivated candidates
will not stay the next time a few thousand dollars is thrust in front of their nose.
Personally, who has enjoyed working for you and why? What do people learn from you? Are you a teacher? A delegator?
A mentor? Do you protect your staff from corporate politics, or is this an opportunity for someone to get their
feet wet? Do you draw a line when it comes to your own long hours? What does your department turnover look like?
Why?
What can a new hire realistically expect at your company? For example, do you really want to recruit an
ambitious "go-getter" if you cannot give him or her the necessary latitude and resources to keep him
or her? What about signature authority? Is there an attractive reporting structure?
Profit sharing is great, but what if profits are two years away? How about a bonus on performance, customer satisfaction, or low staff turnover? We recommend frequent bonuses over annual.
Do you need someone to implement your ideas, or are you offering a creative person a chance to put in their ideas? Be realistic here, so you don't disappoint a new hire later.
What do you have to offer in the way of projects? More important, what are you willing to teach and train. If a candidate already has all the application software experience you require, for example, can you give them an opportunity to use any new technology?
If you cannot afford to train, what will you offer as an enticement? How about their first chance at management? Or a better title?
What is the corporate investment in this department? Is it more than your competitors? What recent budget battles have been won? And how do the members of the Executive Committee line up? Are they paying more than lip service to this function?
Is your department beeperless? Do most professionals work a sane work week? Is telecommuting one day per week possible? Flextime? Job sharing? Is growth managed? How? Do you have a vacation policy that is better than average? Be prepared to use these things as enticements.
Who is attracted to your corporate culture? Is the company filled with parents who have balanced priorities? Or is professional ambition the key characteristic of employees at your company?
After considering these questions, you are now armed with a recruitable req!
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Copyright 2002 by Linda J. Tuerk. All rights reserved.