{"id":15805,"date":"2014-10-15T14:18:57","date_gmt":"2014-10-15T18:18:57","guid":{"rendered":"https:\/\/www.glensfalls.com\/glensfallsbusinessjournal\/2014\/10\/recruitment-5-things-leaders-must-do.html"},"modified":"2014-10-15T14:18:57","modified_gmt":"2014-10-15T18:18:57","slug":"recruitment-5-things-leaders-must-do","status":"publish","type":"post","link":"https:\/\/www.glensfalls.com\/glensfallsbusinessjournal\/2014\/10\/recruitment-5-things-leaders-must-do\/","title":{"rendered":"Business Report: Recruitment: 5 Things Leaders Must Do"},"content":{"rendered":"
\n
\n\"cruz\n<\/div>\n
Michael Cruz is president of Lighthouse Advisors LLC in Queensbury\n<\/div>\n<\/div>\n

BY MICHAEL CRUZ<\/p>\n

Despite the national data on unemployment,
\nmost people in this region are more
\nconcerned with not finding the people they
\nneed. If you want better employees, then
\nthere are some things you need to do. Often,
\nwe do not find the right people because we
\nthink about hiring only to fill needs.<\/p>\n

Hiring to fill needs misses the issues of
\nculture. And that leads to picking people that
\ndo not share our values. And that may lead us
\nto miss-hires. Miss-hires cost us money, time
\nand all too often customers. The wrong people
\ndisrupt the workplace, waste valuable training
\ntime and eat up a lot of your time trying
\nto fix the problem. We must change the way
\nwe approach looking for people to help our
\nbusinesses grow.
\nSo the first step is to:<\/p>\n

1. Hire the right people<\/strong>. This might seem
\nobvious but recruiting organizations tend to
\nfocus on finding the technical skills and experience
\nthey need to do a job. It is rare that
\nthere is any assessment of a candidate’s values
\nand behavioral preferences relating to work.<\/p>\n

Attention must be paid to understanding:<\/p>\n

\u00e2\u20ac\u00a2 How the candidate will impact customers.<\/p>\n

\u00e2\u20ac\u00a2 How will they work with current employees?<\/p>\n

\u00e2\u20ac\u00a2 Does the candidate share the organization’s
\nvalues?<\/p>\n

\u00e2\u20ac\u00a2 Will this candidate grow and contribute
\nas the company grows?<\/p>\n

In my experience, most recruitment campaigns
\nfocus solely on assessing candidates
\n“eligibility” for a position (eligibility is the
\neducation, skills, qualifications and relevant
\nexperience a candidate has). Eligibility is
\ndetermined, easily enough, by scanning a
\ncandidate’s resume.<\/p>\n

What is often overlooked is a candidates
\n“suitability” for a position (suitability is
\ninterests, work preferences, work values, interpersonal
\nskills, attitudes and motivations).
\nSuitability is not easy to determine from a
\nresume and needs to be accurately assessed
\nand measured.<\/p>\n

Most of the time, people trying to “fill” a job
\nmake no effort to assess candidates “suitability”.
\nIf suitability assessments are attempted,
\nthey are often done using inaccurate, or invalid
\nprocesses. On occasions, it may only be
\ndone through the “gut feel” of an interviewer.<\/p>\n

There are reliable and accurate measuring
\nsystems that can help accurately assess
\ncandidate suitability. These assessments are
\nrelatively inexpensive and quick to use, when
\nconsidered against the cost and disruption of
\nmaking a poor recruitment decision.<\/p>\n

Recruitment of any new position, internal,
\nor external, should use an accurate, reliable
\nand valid assessment process.<\/p>\n

2. Find the right recruitment process
\nfor your organization<\/strong>. You should have
\na formal recruitment process. This makes
\nthe process repeatable and reliable.<\/p>\n

The key
\npoints are:<\/p>\n

\u00e2\u20ac\u00a2 Offer an attractive but realistic employment
\npackage.<\/p>\n

\u00e2\u20ac\u00a2 A consistent approach to interviewing and
\nhiring across the organization.<\/p>\n

\u00e2\u20ac\u00a2 A recruitment approach that looks for
\ncultural fit, not just technical skills.<\/p>\n

Of course, this again looks like common
\nsense, but again many owners and managers
\nfind it hard to do. They may lack the necessary
\nskills within their own business to organize
\nand manage a recruitment process. All to often
\nour preparation for the interview starts only
\nafter the candidate arrives for the interview.<\/p>\n

3. Make development a key part of
\nworking for your organization<\/strong>.<\/p>\n

\u00e2\u20ac\u00a2 Make learning part of you culture.<\/p>\n

\u00e2\u20ac\u00a2 Development of employees supports
\ngrowth in your company.<\/p>\n

Once you have recruited a person, to keep
\nthem you have to develop and help them grow.
\nThis doesn’t mean expensive external training
\ncourses, it means allowing employees the
\nopportunity to learn and grow doing their job
\nand working with others. Every day provides
\nlearning opportunities.<\/p>\n

Do organizations take advantage of this?
\nSimple and effective coaching & guidance
\nworks well in this context. All development
\nactivity must be based on a clear business
\nneed and build capability to innovate and
\nserve customers. It can also build engagement
\nand support staff retention. Remember
\nthat cross training can reduce the impact of
\nabsence and holidays. Companies can also use
\nstrategic projects as an opportunity to develop
\nkey talent and high potential employees.<\/p>\n

Think about your future leadership! If the
\nrecruitment process measured an employee’s
\nvalues and behavioral traits, then important
\ntraits can be developed and re-tested. This
\nis low cost and effective development many
\norganizations miss the opportunity to harness.<\/p>\n

4. Develop management capabilities<\/strong>.
\nThis is essential for long-term business health.
\nInexperienced, or poorly trained managers
\ncan impact staff engagement and business
\nperformance negatively.<\/p>\n

Gallup suggests that 70 percent of engagement
\nis directly attributable to the direct
\nsupervisor. Too many businesses pick managers
\nbecause of their technical capabilities
\nand ignore their suitability for leadership and
\nmanagement. It’s not luck that determines
\nwhether your employees have a good manager
\nor not.<\/p>\n

Selecting managers for their values and behavior
\nare key. To be suitable, personal values
\nmust match those of your organization. An
\nexcellent recommendation that I agree with
\n100 percent is the creation of dual succession
\nroutes. Doing this means the best technical
\npeople don’t feel they have to become managers
\nto further their career.<\/p>\n

5. Look to your future talent<\/strong>. Finding
\nthe right talent in the market place is becoming
\nharder. With some thought, planning and
\nsupport businesses can do this for themselves.<\/p>\n

\u00e2\u20ac\u00a2 Home-growing the future workforce.<\/p>\n

\u00e2\u20ac\u00a2 Succession planning.<\/p>\n

A clear business rationale is needed when
\ndoing this. It has to be linked and related
\nto recruitment so that development plans
\ncan be started when hiring new employees.
\nUnder the right circumstances hiring young
\ninexperienced people can support long-term
\nproductivity and competitiveness.<\/p>\n

In the area of succession planning, business
\nowners must ask some questions: What new
\nskills will our business need in the future?
\nWhat would we do if any of our key managers
\nor technical people left? What potential do we
\nhave in our current staff? It’s too important
\nto leave these questions unanswered until it
\nis too late.<\/p>\n

Business owners must manage the longer term
\nhealth of their company as well as meeting
\ntoday’s customer orders.<\/p>\n

There are some excellent recommendations
\nthat owners must address. Leaders need to
\nbe more strategic in hiring and managing
\npeople. When recruiting, the candidate’s soft
\nskills are more important than their technical
\nqualifications. Proper recruitment, selection
\nand people development is an investment with
\nhigh returns, if done correctly. Management
\ndevelopment is key to building a stable and
\nprosperous business. Long term people planning
\nis a necessity.<\/p>\n

Cruz is president of Lighthouse Advisors
\nLLC, a business advisory service based in
\nQueensbury<\/em>.<\/p>\n

Photo Courtesy Lighthouse Advisors LLC<\/p>\n","protected":false},"excerpt":{"rendered":"

Michael Cruz is president of Lighthouse Advisors LLC in Queensbury BY MICHAEL CRUZ Despite the national data on unemployment, most people in this region are more concerned with not finding the people they need. 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