Great companies are built with great people. As a hiring manager, the key is knowing how to find and keep top performers. After years of experience in building leading organizations and conducting extensive research on the topic, I have outlined 8 top tips that all hiring managers and executives can use.
Write a detailed job description
Sounds obvious, right? Well, you would be surprised how many hiring managers do not draft a job description. A job description is especially important when you are working with a third-party firm. Quantify the specific requirements and tasks you would like this person to accomplish and the skills or attributes they need to possess. With all the other things you are juggling, doing so might help you keep on point as well.
Know your need
If you have tasked multiple hiring managers with a search, pull them together at the outset to align on the job title, skills and qualities that the ideal candidate must have.
Keep the candidate pool filled
The best way to find talent when you need it is to have it on hand when you do not. Be prepared for both new openings and unwanted turnover. Check in regularly with your go-to recruiting experts to backfill or add candidates promptly. This will eliminate opportunity costs that happen when positions are left unfilled—and the work undone—for a period of time.
One size does not fit all
In addition to the essentials—reviewing resumes to find qualified candidates, looking for gaps and working up a list of standard interview questions—develop questions that are tailored to a candidate’s background. You might discover more about a candidate’s experience, surprising skills and even career progression when you take a few minutes to dig a bit deeper.
Use the control panel
The interview process is not foolproof, but there are things you can do to reduce hiring mistakes. Most of my clients conduct phone screens, and a meeting in person one-on-one. If the candidate is checking off the boxes, they will go in for a panel interview. Panel interviews enable multiple people to interact with the candidate and can provide valuable input, from different points of view, on the pros and cons of that individual.
Train your brain
Many new managers have never hired people, so if you expect them to help build an organization of talented people, set them (and your company) up for success in doing so. Train them on how to conduct a successful search when partnering with an outside recruiter, as well as how to conduct an effective interview. The training will provide an overview of resume review, interview preparation, post-interview debriefs, and onboarding.
Check the mirror
For effective onboarding, assign your new hire a top performer to mirror and train when they start with your company. This trainer can ensure your new hire gets off to a great start and understands firsthand from a peer of what is expected to deliver the desired results.
Track with feedback
How do you know if a new hire is doing well? Monitor their performance. Feedback to new hires should be given at 30, 60 and 90 days so that both the new hire and the hiring manager work closely to get—and stay—on track from the start. Provide feedback on what they are doing well and no more than one thing they might need to work on in a constructive manner.