Bert Sadtler - President
By Bert Sadtler
I am frequently asked, “When is the best time of the year to recruit?”
My answer is: the best time to add talent to your organization is when you need to hire someone to solve a critical business challenge. The answer is not based on any specific time of year. Hiring should be based on the timing of a critical need.
As 2016 comes to an end, many businesses regard the new year as the scheduled time to add new talent to their organization. This can make the start of a new year to be a somewhat frenetic hiring period. However, with planning and implementing a processed approach, the frenetic part of hiring can be a thing of the past.
My suggestion is for business leaders and hiring managers to spend some time prior to the new year evaluating to improve your company’s hiring process.
The first step is to audit the current recruiting/hiring efforts.
Here are three key considerations to conducting a hiring audit:
1) Has your company clearly defined the business challenge and how the newly hired professional will solve the challenge? “I know it when I see it” is not a best practices approach for acquiring critical talent. How can you hire the right fit if you can’t clearly explain what the business challenge is that needs attention?
2) Do your hiring efforts result in some highly desirable candidates saying; “No Thank You”? Hiring critical talent is more of an active sales related pursuit than it is about passively posting on web based job boards. The focus needs to be on attracting highly talented professionals who have the abilities to make your company better. Ideally, these professionals have good jobs today and are delivering measurable value to their employer. Some of the professionals you may be targeting in your hiring campaign will have an interest in your job opportunity, others will say; “No Thank You”. If you aren’t hearing “No Thank You” occasionally and instead are only hearing “Yes, I am interested”, your recruiting efforts are aiming too low.
3) As a business leader, are you directly involved in your company’s hiring process and are you measuring for success? The most complex aspect of every business is the human being. Adding the right talent can deliver great rewards. Getting it wrong is expensive and painful.
As the hiring manager/business leader, have you walked through your hiring process as if you are a candidate? Do you have a first hand understanding? Does the process provide an enjoyable candidate experience? If not, it should for every professional considered. Your business’s reputation is at stake with every candidate considered. You never know what may eventually come from a candidate who was not immediately hired. A straightforward and enjoyable experience sets the foundation for potential candidate referrals and a favorable word of mouth reputation that will make desirable professionals more interested in joining your company. For example, keeping a candidate warm by telling them they are being considered only to keep them on the hook while another candidate is receiving an offer does not make an enjoyable experience for the candidate. There are better ways to conduct recruiting.
Is your current hiring process being easily implemented and administered by the hiring manager? Your hiring process is an extension of your overall business. Follow-ups to candidates should be prompt, meetings with candidates should be on-time and a tone should be set that your company is efficient and well run. Since the hiring manager will benefit the most from acquiring the right talent, the hiring manager needs to take an active role in the process and not simply hand it off.
Do you ask candidates for their comments about the hiring process they are involved in? This is a great way to uncover areas to improve your process.
Since today’s business demands have little room for failed hires, does your hiring process include the development of a “path for success” with a performance based bonus compensation? This would include clearly defined and mutually developed objectives that the new hire would be ready to tackle on their first day of employment.
Happy Holidays, Happy New Year and Happy Hunting!
About Boxwood Strategies
Bert Sadtler is the President of Boxwood Strategies and is a thought-leader for best practices recruiting, performance-based compensation and the shift in the changing paradigm toward acquiring critical senior level talent.
Boxwood Strategies is a management, consulting and recruiting firm located in the National Capital region. As a dedicated, consulting resource to CEO’s and hiring managers, Boxwood develops strategies for organizational growth through a focus on performance, as well as the evaluation and acquisition of critical talent.
To help companies meet numerous business challenges, Bert has co-founded the Alliance of Independent Managers, a group of diverse and accomplished senior-level professionals who are available to companies on a consultative and project basis. The focus of this group is to take “AIM” at a company’s challenges and opportunities, clearly defining it’s challenges, and deliver cost-effective solutions by using experienced, professional consultants instead of hiring full time employees. Market sectors include: SATCOM, Space, Government Contracting, Communications and Technology.