CHOOSING AND KEEPING THE RIGHT CANDIDATE

Choosing and Keeping the Right Candidate 

Where do you get good people is a question you hear often. The answer is simple. The same place they got you. It is a common cliche to refer to people as our most valuable assets,however this is only true in as much as we can create the conditions in which they can contribute, in as much as we allow them to excel. So let's read this...

Sun-Tzu, one of the most famous generals in history was traveling to a far outpost when he notice one of his pallbearers kept a mirror behind his back. When asked why he said, I look at it every day to remind me that there lies both the cause and the answer to my problems. 

This awareness -reality must be management first concern. AWARENESS is an objective look at ourselves in how we deal with relationships within the group. Do you communicate fully with all its members. Are you swayed by group decisions or consensus. Do you instill group effort. Can you help implant what is most important to the group or do you simply guide the process along. Do you fully integrate and constantly strive to build a well -knit and effective group, are you willing to share both information and decision making. Can you exercise and influence up and down the organization that which affects morale, motivation and loyalty. Do you lead as well as follow. 

 Awareness we see relates to our behavior in dealing with situational requirements, values systems and leadership patterns. Awareness also deals with the organization concept of time, shifting criteria for effectiveness, and strategic orientation. As organizational needs change so should your structure, goals and skills, however these changes are not always reflected in hiring patterns, and gears are shifted and direction is changed without proper skills.

 The consequences are clear. Chosen candidates are rendered ineffective by not being able to shape events, at best delivering only what the system can support.

Awareness is also coming to terms with the business you are in, perhaps something not so obvious. What the guest is buying must be what you are selling, in either product or service, tangible or intangible. A product approach is guided by  competence and knowledge and a service one by behavior and attitude. One by necessity must fuel the other . There can only be one priority. Problems develop when you try to assume attributes you do not possess. Positioning a word we so often use in marketing  also has a profound effect in your human resources needs.

GENERIC is defined as applicable to, or referring to all members of a class, group or kind. Common. Generic hiring is synonymous with care taking and mediocrity. A generic manager hires lesser and not better, creating a devastating effect down the line. Generic hiring may result in getting the best of the lot but not the best for your needs. These needs are met by first determining your awareness and second by the careful integration of personal attributes and technical knowledge of the candidate.

Traditionally the emphasis has been to hire according to industry established practises, perception of titles and roles, structured setting, and work record, Even now that we are confronted by constant change and an unstable environment the criteria and steps for choosing candidates remain the same. We look more into the roles and less into the person as one did not influence the other, There is little wonder that we can hire the best to turn out the worst. The test here is not about finding the best candidate but to identify the right one.

The difference is clear;it lies between those who can and will and those who can and won't. You distance yourself from choosing a generic candidate by changing the criteria for the job and going beyond generalities. This facilitates integration and helps reduce boundaries, At this point you concentrate on traits relevant to values systems and leadership patterns, dealing with substance and uniqueness. These are found by looking at a candidate domineering skills, personal attributes and the binding of it all.
 
These traits are manifested in achievements and contributions and not experience, entrepreneurial and process understanding, external orientation versus internal, liberal education against specific industry, loyalty, continuing education, demonstrated resiliency ,perseverance and dedication. This wholeness is principal in determining your criteria as they represent that which can not be either changed or taught, character. 

JOHN WOODEN, Basketball Hall of Fame refers to stardom, " I always taught players that the main ingredients of stardom is the rest of the team. It's amazing how much can be accomplished when no one cares who gets the credit. That is why I was always concerned with a players character. Your character is who you really are, your reputation is what others think you are, So, always make a determined effort to evaluate character "

MATCHING should reflect the candidates personality and ability to cope with different aspects of the position,specially in crossover situations where one must deal with both function and process, tactics and strategy, conceptual thinking and hands on knowledge. The match also relates to the organization philosophy and values, priorities and vision. 

A match also refers to business orientation ( external or internal ). A candidate with an internal orientation and its subsequent emphasis on controls would be out of place in a market driven organization, The same would apply if the candidate attributes and skills are only effective within a high levels of organizational support. One must be careful with an exact match. These fits relate to "group think" and gives away to expediency and rationalization. This perfection is worthless as everyone is always right and beyond criticism. Members are quick to accept consensus and willing to protect each other. They become legends in their own minds..

YOU should end the matching process with this thought in mind. People do not go sour,rather they are hired for the wrong reason, at the wrong time and with the wrong skills. Failure belongs to us all.
 
NURTURING, because the returns are staggering. To name a few, low turnover, selling a vision,enhanced leadership. sharing of culture and optimum performance. Nurturing because it is your obligation to pave the way so that your people can develop to their full potential. Even for a heathen the option is too good to pass. HOW you deal with nurturing may well be the deciding factor in working with either managers or disciples.
 
Managers work with a contractual agreement in mind delivering at best marginal performance. Disciples and leaders act act as your conscience throughout, reinforcing your vision, your dreams, Their efforts backed by belief and indomitable spirit. Do you have any doubt as to who will deliver the most ?
 Next time you hear that we just can not find good people or you are faced with marginal performance, give this a try and buy some mirrors.
This article was published more than 10 years ago and remains as true today. A reminder the answer is always with ourselves.
Would really like to hear your thoughts or comments. Joseph at jiardizon@yahoo.com 727-710-6558