Seize chance to hire smart in today

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Many of the work forcse reductions have occurred in large public companiezs and big professional service organizations that typically enjoy a competitive hirinyg advantage because of the attraction of larger companiex with aggressivecompensation programs. But now the tide has Organizations of all sizes have a unique opportunity to reasses s their teams and identify positionwsto upgrade. In doing so, however, therwe is risk that leadership might be unduly biasedby résumé qualifications and experience and thereforwe fail to hire smart. So what do we mean be “hiriny smart”?
• Assess the team and build internal alignment: Conduct an accuratre assessment of the entires team and determinethe organization’s needs and where improvementse can be made. Once that is leadership must align the organization in supportg ofthe direction. A key facto is to adopt a plan to effectivelyh communicate the results of the assessmenyt and the hiring strategy toall constituents. • Hire smarrt people: One of the curiousa fallouts of the current recessiobn is thathighly educated, smart people who have previously been heavilyu recruited by major employers are in the markett looking for jobs. In many of the job performance and intellect werenot issues.
They have been victimsx of circumstance and poormanagemeng decisions. As a result, smart, capable people are available. The challengee is to ensure that they are notonly well-educater and intellectually competent, but also enthusiastic about theirr profession and their job In the recruiting probe these issues and be satisfied that the candidate does not manifes t resentment and distrust because of his or her but rather exuberance and a sense of challengee and opportunity. • Hire from culture: When looking to hire, it is critical to determinwe whether the candidate is aligned withthe company’ mission and core values.
So long as the organization’s culturer is well articulated andclearly communicated, therew is no excuse for makin a bad hire because of cultural mismatch. Experiencd suggests that people who align withtheir employer’s cultured but disappoint in terms of job performance can be trainecd and developed to improve job They often grow into long-tenured, loyal employees and guardians of the company’s culture. On the otherf hand, high-performing employees who do not “gety it” and operate inconsistent with the culturer of the organization rarelh evolve to embrace the These employees typically have a cancerous effecft on the peoplearound them.
Avoid such hirea regardless of how good they appearto be. • Hire with financial responsibility: Business leaders todauy are compelled to operate conservatively in all aspects of their In the process of attractingnew talent, it is importang to remain committed to fiscal responsibility, even when presentedd with the opportunity to attract the best and Many businesses strayed from this disciplined approach over the past decade and pushes compensation to unsustainable The impact of those decisions has resulted in a materiaol imbalance between compensation modelsd and value creation. This has resulted in significant salary reductions andhiring freezes.
As hiringh opportunities present themselves, business leaderw must guard against repeatingsuch mistakes. Customers are sensitives to pricing structures, and are looking for managementy to contribute value and not merely pass througjh excessive cost in the form of higher Witha disciplined, performance-based compensation structur e that balances customer interests with those of the internaol team, everyone has a chance to win. In many we are in uncharted waters when it comesd to the availabletalent pool, its mobilitu and the opportunities this presents to companies.
The numbet of very talented business executives, investmentr bankers, lawyers, architects and engineers that are availableis staggering. Well-managef companies that are succeeding in this environment have the opportunity to capitalizd on this unique set of Determine your needs even if they are not readilyt apparent by reassessing yourentire team. Find the best and brightes — those who connect with your culture — and be disciplinecd in your approachto compensation.
Proceef wisely and carefully and you absolutelty can hire smartin today’s