If you’re a hiring manager, you’ve noticed that we are smack in the middle of a talent shortage. If that’s not bad news already, reports coming out over the years estimate that 25 percent of top performers plan to leave their company within 12 months. Adding insult to injury (I’ll get to the bright side, I promise!) smaller companies can’t compete with the high salaries being throw around in markets like Atlanta, San Francisco and New York City. Things are tight and very competitive, and the talent pool is slowly draining.
So you got positions to fill. What do you do?
Here’s the good news.
I want to suggest 4 practices which you may want to put into effect in your employment selection process. They could also drastically shift your team’s culture to a better place and lead to higher engagement and retention.
Here we go….
1. Look for High Potentials, Not Experience.
Organizations are moving away from basing their hiring criteria on a strict job description with fancy bullet points like “15 years of subject-matter expertise in XYZ technology in ABC vertical markets,” where desired hard skills and critical thinking are usually the ultimate judge in an interview process. It’s just too risky to do so in today’s ever-shifting, complex business environments. Selection and performance development are now shifting toward finding potential that you can develop: identifying someone with the capacity to adapt to new challenges and grow into new roles when the company takes unexpected turns. Also, I would avoid “rock stars” because they know their worth and may be looking for the next gig before your onboarding is finished! (seen in happen) Once you identify those innate soft “people” skills to compliment the hard skills that lead to success for that position, you will have a high performing employee. As they become internal rock stars, your challenge is to create the environment that pushes them professionally forward and upward.
2. Look for People that Will Push You
But I’m the boss, I do the pushing, not them! you say. Hold on cowboy. What I mean is this: great leaders cannot succeed on their own; even the most outwardly confident managers or executives need to surround themselves with great support and advice. Without strong connections to provide fresh perspective, input, counsel, and debate ideas that challenge you to grow and take the burden off of you, it is very easy to lose your way, and lose your team’s trust. By the way, hiring such team members to come alongside you and make you better is also a great engagement tactic. So, go re-draft that job description, re-do your interview questions and make them behaviorally-based, and make sure to include the qualities you want to see in a worker who will push you to be more innovative, more “big picture” thinker and more receptive to bringing them to the table.
3. Use Social Media to Identify Values that Reflect Your Own
It’s hard to judge a candidate over a piece of paper to determine whether their values align with yours. This may sound counter-intuitive if you don’t utilize social media for your hiring process, but you should. Companies are increasingly searching for potential candidates who they think is a culture or team fit by looking at their personal brand on LinkedIn, Twitter and Facebook. A lot can be said about a person’s character, beliefs, and ultimately their values by what they broadcast over social media. Chances are that you’ll spend more time per day with your co-workers than your own wife, so it would make sense to find out if they share similar values for building a strong team.
4. Use Behavioral Assessments to Determine Fit
Research is saying that the cost of a bad apple nowadays can run up to 200 percent of an employee’s yearly salary. One of the companies I worked with a few years back in the digital advertising space had a huge turnover problem (up to 60 percent), stemming from not being clear on what behaviors and values drove success on the job. So I put in place a pre-employment assessment tool to help them choose the right people and match new employees with the right positions, based on their core behaviors matching the core behaviors of top performers. This also became a great case for helping plan training and development programs for employees.
And in our own consulting business now, we have partnered with the OLAGroup and utilize their Organizational Leadership Assessment (OLA) to diagnose a company’s organizational health based on six key behaviors of servant leadership according to the research. The OLA is downright credible with an excellent academic reputation as being the oldest servant leadership assessment tool and the only one of its kind available anywhere in the market today. We stand behind this product. We use on the front end of a employee selection process, and then assess the culture for development opportunities later in our engagement.
As you review this short list, the point is to stretch yourself beyond the comfort zone of existing processes and leadership behaviors that are not getting you the results you want. If you need help, let us know and we will gladly walk you through it!
To your success,
Thanks for reading! At Leadership from the Core, our business is creating servant leadership cultures built on character and trust that will reverse turnover! If this post struck a chord, subscribe below to receive a download link to a FREE 35-minute webinar….
You will find out….
- The Most Common Reason for Voluntary Turnover
- The Five Predictors of Turnover
- The Absolute Best Structure for One-on-One Meetings with Your Tribe
- One Magic Leadership Trait Needed for a Great Team Culture
- Six Key Habits to Practice Starting Today for Developing Trust