I think perhaps there has been too much
emphasis on hiring the right person for the job. From my perspective, the problem hasn’t been
on being too intentional about the hiring process; intentionality is good. However, the problem started with an over
emphasis on creating detailed job descriptions for candidates, likely a result
of new electronic career sites that instantly bombard the company with hundreds
if not thousands of applicants.
These very detailed job descriptions had
two unintended consequences. The first
unintended consequence was that they immediately disqualified someone who
easily had the capacity to learn the job but lacked the actual experience. The second unintended consequence was that
this over emphasis on matching the job description point-by-point led to hiring
candidates based on their ‘past experience’ rather than their “future
potential.”
My recommendation may seem a bit
unorthodox but I’d recommend that we shouldn’t be hiring the right person for
the job but simply hiring the right person.
If we focus on the person, we’ll build the organization. By focusing on the job, we can often fill the
job but miss out on bringing in the best people for the future.
Here are four
things to look for in hiring the right person
1. Look for
Cultural Fit
Cultural is not
just important in a healthy organization, it’s ALL important. The company culture is defined by the people
not by a corporate document or advertising.
Culture is not what you do but how you do it. It’s the glue that holds the organization
together. Leaders that seek to create a
culture in their organizations that inspires, motivates and perpetuates their
values and core principles need to hire people that have the same cultural fit.
2. Focus on soft
skills.
Although the
right skills are definitely an important factor in hiring the right person,
particularly for high-skilled jobs, the truth is that all skills are acquired
and most on-the-job skills are learned on-the-job. Soft skills are ‘people skills’ like
communication and organizational skills, empathy, diplomacy and
creativity. The right people have the
soft skills that make them useful for the present and for the future. Technical
skills can be acquired but personalities cannot.
3. Integrity
matters
Warren Buffet was
quoted as saying, “When looking for someone to hire, look for these qualities:
Integrity, intelligence, and energy. And if you don’t have the first, the other
two will kill you”. Integrity in the workplace
can be described as behavior that is fully consistent with stated company
policies, principles, desired outcomes and values. Integrity isn’t just a matter of checking a
box on the application form that states there are no warrants outstanding. It has more to do with attitudes than
background checks. Integrity means
doing the right thing even when no one is watching. Hiring managers often put integrity as one of
the most desirable characteristics. Ask
open-ended questions about success and failures as well as challenges and keep
an ear open for ‘doing the right thing.’
Integrity will keep your company out of the newspapers and encourage
clients to come back and recommend you to others.
4. Hire Natural
Leaders
In the world of
venture capital, it’s often said that a venture capitalist is much more likely
to invest in a company based on their leadership team than their business
plan. The reason is simple, business
plans often need to be overhauled and great leaders can and will make the
necessary adjustments.
Natural leaders
are flexible; they know how to adjust to situations, market conditions and
challenges when necessary. Natural
leaders are continually investing in people around them. They understand that
that training and empowerment creates more leaders and a company can never have
too many leaders. Natural leaders also
have tenacity, they know how to persevere and put in the additional effort when
necessary. Finally, natural leaders are
servant leaders. They serve their
company and those around them and are not aloof or indifferent to the concerns
of those around them and particularly the people that work for them.
Hiring the right person is extremely
important. It’s important for the
company as well as the employee. Hiring
mistakes cost the company money. Beyond
the obvious costs of the time in interviewing, relocating and training there
are also the ancillary costs of how the bad hire will impact the rest of the
employees. The wrong hires that are
eventually weeded out and either quit or are terminated are expensive but not
as expensive as those that stay for the long-term.
