I have thought about this topic for some time and the last seminar I went to really propelled me to write this post. I wanted to update this from my January 2013 post.
I am sure each of you have made a bad, questionable or wrong HR hire. I know I have, only twice in my 30+ year career but they were costly to recover. So here are a couple of thoughts when you hire your next staff person and this goes for every level:
- as the right questions that answer your HR concerns, issues, and philosophy
- make sure their cultural prospective is the same as your company's
- don't just replace the person who left, make sure the new hire has band width to grow at a high functioning pace
- are they business savvy, not just knowledgeable of business, do they speak business
- if they just want to work with people that is a red flag
- make sure you spend enough time in the recruiting process and over hire not equal hire
- does their philosophy dovetail with yours, so you have to play psychologist/philosopher
- make sure they know HR in all aspects not just the position you want to fill
- look at operations people/support within your organization, they do real well in HR
- pass them through your line managers or the people they will support
I am sure you all know this but it never hurts to bring it to top of mind so you don't get antsy in the hiring process.
I would appreciate your comments and any additional areas you think I may have missed. Email me at wgstevens2@gmail.com.
A good friend of mine has a search company in Atlanta that just put this out in an email. It is so important that I had to share it with our readers. Take heed future HR Execs:
It’s time for HR Leadership to shine!
During the later part of 2009 and in 2010, we have observed that corporate leadership and corporate boards are placing an increasing emphasis on knowing about the depth of talent, experience and competencies within their corporate ranks.
For the first time, boards are viewing leadership as a true enterprise risk. This has been highlighted and perhaps, exacerbated by the current economic situation and by the pressure on corporations to adjust to a new reality while establishing a baseline for growth. Shareholders are demanding enhanced value and are evaluating the depth of their corporate leadership for their ability to execute and deliver.
Now, the human resource function is in the spotlight and CHROs have a true opportunity to step forward. Talent, not access to capital, is at the forefront of this value equation.
Research suggests that the impact and success of talent management programs is largely determined by the continuing importance that is placed on these programs by the CEO. And, without CEO support, talent management fails to gain acceptance or be baked into the corporate culture and performance expectations. That is why that only a small percentage of companies that embark on these programs have met or exceeded expectations.
Now, the tables have turned.
Boards and CEOs are looking to their CHRO to “truly” be the Chief Talent Officer!
Our progressive clients are placing much more emphasis on talent management with recognition that it is a key element of developing and executing any growth strategy. It is “the” critical link that so often is missing or underappreciated. We are seeing this trend among companies of all sizes and dimensions.
Here is what we have learned about succeeding with talent management and a few thoughts to keep in mind.
One size doesn’t fit all.
As talent management programs are long term commitments, moving forward at a pace that is consistent with your organization’s willingness to “own” such a process is essential. Pressing ahead too quickly, oftentimes will lead to stumbling blocks or derailment that will not result in the desired outcome. We recommend a tailored approach specifically geared to your company’s unique requirements, thereby offering the best opportunity for creating a true leadership to value pipeline synching up with your corporate strategy and culture.
From a career point of view, we have conducted several HR searches in the past year. Companies seek strategic insight from their human resource leader. More to the point, our clients seek a CHRO who understands how to attract, evaluate and retain critical talent.
Are you one of those HR executives who possess this experience, mindset and competency?
Thanks you to the Koblenz Group
Past talent initiatives have generally not aimed at people, but at improving efficiency, managing work flows, and ensuring quality. Now, service, innovation, and relationships are seen as the enablers of increased profit as the spotlight moves away from manufacturing and production. HR has the opportunity to shine or be replaced by some other function as it is asked to ensure the availability of and quality of talent. Recruiters are central to that effort and many changes are underfoot.
Shift Your Thinking
Instead of thinking about your job as filling requisitions, or sourcing candidates, or screening people, think of it as providing talent guidance to management. Recruiters can help managers achieve their business goals by helping them determine what combination of skills and experience will make it easier for them to achieve their business goals.
You can push back on hiring managers who seem to be asking for talent that is not right for the direction the organization is headed. You will also need knowledge of the talent market and be able to speak intelligently about the availability of certain kinds of talent with numbers and facts.
Having the right frame of mind is the most important aspect of change. It will not be easy to begin thinking like a solutions provider rather than a “slot filler,” but as long as that is your goal and you periodically assess whether you are moving in the right direction, you will succeed.
