Being slow to hire often means keeping a job open until right person shows up, but the opposite approach is better:
Cultivate top talent and wait for the right job to show up.
Always be recruiting by advertising, networking, mining talent sites, keeping a presence in the market, asking for referrals, and hiring scouts. Staffing agencies can help streamline the process because they understand the pitfalls of slow hiring practices.
- Being slow to hire often means a job goes unfilled for awhile. But it doesn’t have to. There’s a way to be slow to hire that’s fast and effective. It starts with understanding the real meaning of the idea.
- If your ‘slow hiring’ process puts people off, they won’t wait around for you to mull over your decision. They’ll take another path, and understandably so.
But an empty seat is a painful distraction, requiring a manager to do three jobs: their own work; handling or delegation of the work left by the empty seat; and finding and hiring the new employee. They’re working while distracted, and that’s like driving while distracted; it’s detrimental to business.
The longer the hiring process goes on, the greater the chances of making a poor choice. It becomes a vicious cycle, when you make fear-based decisions, you end up repeating the cycle again and again.
Instead of acting out of fear, new thinking may be best; Fast to hire, quick to inspire. Managers who operate this way mandate a hiring process that promotes rapid decision making and nurtures employee relationships.
You should take your time making new hires– but how much time do you really have? The people you are interviewing have lives. They have other opportunities. If you’re too slow or your recruiting process is too cumbersome, people will bail. They won’t stick around. They have other opportunities.
Business is a game of reality. You don’t conduct business in a vacuum.
No new hire should take more than a calendar quarter unless you’re dealing with illness or injury. Companies lose great candidates every day because their hiring processes are too slow. Working with Reliance means a pool of candidates is already established, a talent pipeline.
Once you have a talent pipeline, harness the flow by creating more effective interview methods. Experiential interviews are better than conventional methods where people sit and talk about doing work, trying to discern if they’re a fit. Better interview methods are attractive for candidates and hiring managers.
The ability to be the decision maker in an interview is creating an irresistible experience for the candidate.
It also keeps top candidates engaged. Candidates looking at it from the outside are looking with suspicion when there are five or six rounds of interviews, top talent doesn’t have time for this, and they’re thinking, ‘The leaders that are putting me through this are indecisive. Is that who I want to have leverage over my career?’
Once you find the right person and hire them, manage in a way that inspires their best by doing these three steps:
- Set clear and reasonable expectations.
- Support people meeting those expectations by providing materials, training, and resources.
- Hold people accountable to the expectations.
On the opposite end of the spectrum; “Fire fast!” is the sort of nonsense that keeps business leaders locked in fear. Even with a better hiring process, mistakes will happen, and part of being a leader who inspires is letting people go, but with compassion and clarity.
If they don’t have to sit down with Beth, look her in the face, listen to her as a person and hear what she has to say, they can stay inside their bubble.
They can pretend that people do a job brilliantly one day and then unaccountably struggle at the job the next day, and oh well! that’s just how the world works.
Of course, that isn’t how the world works at all. Individual performance – a blanket term without emotion – is almost never the issue when individuals or teams begin to falter. There’s an energetic problem, ninety-nine percent of the time. Something in the company culture is out of whack.
Maybe the plan isn’t clear, or people aren’t talking about topics that desperately need air time. Maybe the processes are out of date and stupid. Maybe the supervisor is incompetent, or harassment and intimidation is present, or who knows what — you won’t know, either, unless you ask.
Firing quickly isn’t a bad idea as long as it is act of compassion. You can see firing as an act of compassion as long as you’ve met the three steps above in managing your team. You’ve done everything within your power to save their job. If I’ve done my part as a leader and they aren’t a fit, letting them go is the right thing to do for everyone.
There is a goal to strive for
You want to do something fast? Go see your HR person and ask him or her what the employees want to see happening in your company, or what they say they’d like to change. Jump on that immediately. Tell your teammates “I heard you, and I reacted.” There’s a great opportunity to act with haste.
No need to wait another six months to change coffee vendors if the coffee tastes like dirt. No need to wait on eliminating the vile policy that requires employees to bring in a funeral notice in order to get paid for two days of bereavement leave.
You can be human fast! You can make being human your top priority at work every day.Share this Post