Are You Hiring the Best?

I have hired hundreds of people in my careers. The process differed depending on the level I was looking to fill. In the retail field if the applicant could work weekends and holidays — and their hygiene was acceptable — they were in for that part-time, entry level job. When looking to fill an executive position, the process took more skills, time, and effort. It was complicated and, honestly, riskier. I have observed colleagues, assisted coaching clients, and studied a good bit about how to get the best candidates. I see the same issues coming up over and over, resulting in disappointment on both parties’ parts, bad matches, expensive lawsuits, and frustration. Here are some common hurdles and potential opportunities.

Like is attracted to like when hiring: Too often the person we think best for the job is similar to ourselves. Maybe not at this minute but they remind you of when you first started or you share hobbies, educations, views of the world in common. It’s easier to talk to this type of person, so you give them more time, listen better, think you understand them. The problem with this is you are missing the hard stuff; you are giving them the benefit of the doubt and want them to be right. It is hard to be objective, and with these types of applicants it is even harder, despite the fact it seems so easy.

You hire to solve an immediate problem: When an issue is important, and a “do now,” we are tempted to hire a firefighter. Don’t get me wrong, this type of worker is often a pro and will get you out of the conflagration quickly. The challenge is what will be their role once the flames are gone? Will they do well and be happy with the boredom of the everyday? We sometimes miss the need for a consultant rather than hiring another executive, and then find ourselves stuck with the wrong person.

Diversity vs. Equality: Diversity is an important hiring obligation and one that has been long neglected. The challenge is employers become satisfied, and may even brag, about the diversity in their organization without looking at the equality in the roles and compensations of the staff. If all the women, people of color and ethnicity, other than European white, and those with physical and mental disabilities are in low-level, little influence positions, just because their faces look perfect on the website, does not mean things are fair, equal, or even legal. No one should be placed in a position they are not qualified to hold. But no one, who is qualified, should be excluded from potential hires or promotions. Too much emphasis with diversity is for show and data collection. Not enough is blind to unimportant differences. The focus should be talent and potential while aiming to be fair to all applicants. Bringing equality into the hiring process (and internships and promotions) brings a larger selection of candidates, who offers new perspectives and often reflect the customers the organization serves.

Broader hiring search: Working from home during the pandemic has opened a vast, new, pool of qualified applicants. Issues such as geographic location, moving a family, spouse needing a job in the new area, the desire to stop commuting, and more all disappear when you open the search to anyone who can get online at the times the organization operates. Again, new perspectives, greater diversity, and a vastly increased pool of talent becomes accessible and an opening not previously available. I find people still hesitant to take advantage of this opportunity. Their competition is out looking and hiring.

This is followed by an oversight …

Looking inside? The founder of the GAP?, and a man I greatly admired and worked for, was Don Fisher. Don frequently said, “The devil you know is better than the devil you don’t.” He’d ask, “Have you looked within first?” We sometimes get lulled into familiarity with people we see every day and forget what an asset they are and what they could be. We fail to take another look at their resume searching for past experiences we either forgot or never knew. Maybe they are in another division of the organization and you are behind on their accomplishments. It is also possible they are not aware of the opening, despite the posting. The risk is lower, there is a culture fit, and competence pre-tested.

Speaking of culture fit …

Hiring for culture fit? I admit this can be difficult to measure BUT history can tell you much. If your candidates worked in a hierarchical, traditional, firm and seems to have performed well, can you imagine them (can they imagine themselves) being in a flat, very casual, success at any cost, organization? Maybe, but maybe not. We all have our comfort zones and many of us have difficulty leaving it. Being in a culture that is not a good fit poses a problem and potential discontent on both sides. An area of discussion you must dive deeply into before making an offer.

Potential? Certain hiring executives can see potential. Some of us have an intuitive sense, but it is also asking the right questions and forecasting the trajectory of the person on their resume and in-person. Hiring for a specific position without knowing what could be next is shortsighted for the employer and career stupid for the applicant. If you cannot imagine them in a new or expanded role, they probably aren’t a great find or a high potential candidate.

Which leads us to ambition …

Ambition? It comes in many forms. If the person you are looking to hire is not motivated to go to the next level or significantly expand the current level, does he/she have long-term value? Maybe. Granted, everyone can’t rise to the top, but everyone can grow and contribute more, if they have the desire and are able. If your company is working on succession and growth plans at all levels, you can project what future needs and openings will be. You are aware of what number and types of employees will be required as the department grows, launches new technology, or mergers, or acquires internal and external projects. Does the person you are speaking with envision and want this game plan for themselves? Do they have ambition?

Being cheap when hiring? Succinctly, “You get what you pay for.” Looking for a bargain is like buying cheap gasoline for your car. Nothing runs smoothly or to its capabilities; long-term performance is compromised. More excellent candidates have been lost by management attempting to be frugal than any other easy to fix problem. Pay what is fair, maybe even a bit more. It is an investment. Question. When is the last time the organization had a salary and grading survey performed by a professional? Are you competitive with compensation?

Finally …

What does the team think? Most likely the person you are hiring will not work directly, or ever work for you. This is where the team interview comes into play. Often seen as a waste of time, it is my experience the best questions and the richest insights comes from the people who will be working with the applicant on a regular basis. Talking with the team also gives a snapshot of the job for the person looking to be hired. It allows the co-workers to be part of the decision-making process and is respectful of the team members.

These are but a few of the important issues needed to be addressed by those responsible for attracting and hiring quality employees. It asks hiring managers, human capital executives, and team leaders to look at their own prejudices, use a wider and longer lens, broaden their search, include other team members, and be fair. Takes practice and commitment.

Jane Cranston is an executive coach, career coach and management consultant based in New York City. She shares with success driven executives and professionals, techniques, skills and goal setting strategies that accelerates their career trajectory, increases people management skills, and assists them in career change or job transitions. Receive Jane’s free “Competitive Edge Report” and the free audio download “Creating a Career Strategy” by visiting?https://www.executivecoachny.com.