Hiring for success

We are slowly coming to the end of not just this year, but also next year and that will close the curtain on this decade. However, we could actually look at it as being the beginning of an era. The beginning of newer wittier inventions, of so much innovation, of so many new heights. Whichever way you choose to look at it the old is coming to an end and the new is about to begin. Where do you choose to position yourself?

This week we will be talking about the sort of person you should be looking to hire and why. I   did an article not too long ago about the Box and Cedar person and I talked about profiling the people you want to hire.

I think every employer should take responsibility for whoever they hire. There is a human resource department that facilitates and advices recruitment. Ultimately however, the boss, who should have a strong vision, should be tough enough to make the tough decisions generally which includes the hire of the right person. This is an aside, if you have a high turnover of staff, invariably poor leadership is to blame. I am not taking the overall boss as the only leadership here. The boss is whoever is in charge of that unit and if turnover is of management staff then it may be the overall boss who is a problem.

The boss must therefore also be able to accept criticism when and if necessary, it comes with the territory. A critical success factor is hiring a great team and giving them credit for good work done. Without mincing words, a great team is everything and the boss and indeed the company is nothing without a great team. We know a great team has to be built but a great building starts with good quality material even before assembling starts.

Bosses should surround themselves with people who they can trust, with opinions and minds that they respect. The bosses who surround themselves with “yes men” who always agree, never a differing opinion are only asking for a staid repetitive life completely devoid of any creativity and excitement. In a world that is so fast paced, with disruptions happening at lightning speed this is organisational or departmental suicide.

I once read a book called “Who is holding your ladder” where the author, Sam Chand, likened your recruitment to your hiring the person who is holding your ladder as you climb up a steep ladder to a very high point. Many things may happen. If you wobble and the ladder is not firmly held up you will fall and break your neck. If you wobble and there needs to be a quick response if the person is slow and not empowered it will definitely end up in calamity. If you hire someone who is not focused on their duties, they done even notice the ladder is wobbling. If the person has a bad attitude, they will be too self-absorbed to help you when necessary. The list is endless. Needless to say, your stay up on the ladder of success and the height to which you climb is up to who is holding your ladder. Clearly you don’t want to employ someone who is slow and sluggish and possibly lazy. This is not to say these two traits are interchangeable.

Your hires should be able to do the things in a much better way than you can or putting it bluntly should be smarter than you. The boss should assemble a team that will stay and grow together so that they are almost like a synchronised swim team each doing their own bit but also flexible and concerned enough to ensure that their own bit fits in effortlessly with the whole, making a complete picture.

When you hire and nurture a great team then you the boss is able to be more strategic and not be a micro manager fighting in the trenches as well as trying to strategize in the war command room. Each person will be in charge of their own turf. It is always good to have a diverse group as this creates a wealth of opinions, background and solutions. I am sorry I am not writing point by point but read the whole article and you will get the full picture.

The criteria should involve self-starters in strategic positions. This clearly means not every position is strategic. Please don’t go and put a self-starter in every position. Some positions just need someone whose strength is taking orders to the letter and don’t necessarily need to be first out of the blocks. These people in strategic positions should be of the elk that can be ambassadors for your business and have the ability to make good decisions quickly. They must also be discrete, loyal and positive.

Integrity and being a straight talker who is full of passion for both what they do and the organisation or should I say the world they are being hired for. Be sure the new hire will not be looking at your organisation as a stepping stone to where they really want to be. Sometimes if you know they only want to use the organisation a s a stepping stone, it may be okay as long as you are confident that in their time with you, they will give their best. You are investing so much in your employees and don’t want to hire a fly by night.

The boss must set good examples for instance, arriving at work early and getting back to employees when necessary so as not to be a cog in the wheel. The boss must keep on top of things We are now and frankly have been in an era of “do as I do and not do it as I say”. When you make a decision give the reason and move on. Clearly how you operate within the team is important and a game changer.

The team have to be empowered as they will be more effective that way. The micro-managing is not the best in most environments. They usually can’t help themselves but if you are aware you are one, it is good to help manage your stress levels by putting in systems that will help you reduce your micro managing if you want your organisation to grow.

At the interview, what they wear is important but don’t dwell on that. Be more interested in assessing who they are and you can get a lot of insight from books they have read, their interests and what they like to watch. Do they exercise? Do they travel? This gives insight.

Hiring timing is also critical. When you hire out of turn, can scatter a good team.

Experience is good but sometimes the skills can be transferable and the person may not necessarily have skills in that area but can work well in that capacity and culture. I always say at many senior levels your university grade is no longer important. Behaviour and attitude trumps experience every time.

I hope you have enjoyed reading and that you are already doing all these things. Thank you for reading. Next article will be talking about how the workforce is changing and how the work place has to also change.

LAMIDE BALOGUN