Hiring and selection is the job of the leadership of successful organizations. Staff functions can provide help, but the leadership leads.

"A" players are defined as the right persons in the right jobs. That fit is defined by the organization, not by the flow of applicants. An "A" player in one place may be a poor fit somewhere else.

Spend at least as much time and effort on development of new hires and selections as was spent on their acquisition.

The manager of the person being hired must be accountable for the hire decision – it is amazing how many managers do not consider themselves accountable for the decision to hire.

Make sure you have a hire process, and insist that it is followed – sloppy hiring leads to all kinds of things – all bad. Most employee lawsuits arise out of poor selection processes and practices.

Other things being equal, select the smarter person. Make sure your process can identify applied intelligence as part of the selection process.

Leaders will know within 90 days whether or not a person is going to make it. If they are not going to make it, they take action quickly.

Share these beliefs, convictions and statements with your own universe of people and be amazed at how effective they can be as a tool to begin discussions on the issues in your organization. One example of how a leader used these pieces of advice: She distributed them to her work group and asked them to highlight those pieces of advice that they felt needed discussion and then return them to her – unsigned. She then shared with her work group what responses had been received. That set the stage for some really valuable discussion and actions to improve what had been unspoken issues in the group.

Page 2 of 2 :: First | Last :: Prev | 1 2 | Next