ATTRACTING AND HIRING THE BEST

Below is a typical conversation between a manager and the recruiter:

Manager: Please, we would need someone to fill the position of Business Development representative.

Recruiter: Sure, I am on it.

Manager: Remember, this person has to be disciplined, dedicated, highly skilled with # years of experience, must be a doer etc. All I am trying to say is we have to hire the best.

Recruiter: Yes, I am on it (?????)

This conversation is the reality of every organisation. The scenarios might be different but it still boils down to the fact that every organisation is looking for a way to hire the best candidate and can go to great lengths to achieve this goal.

Every recruiter is faced with this. The question is how do they go about it? What exactly are they looking for before giving the title “best candidate” to an individual? How are they sure that the individual they are hired is really the best out there?

Hiring the best focuses on two broad divisions that must be considered side by side.

  • The organisation’s selling point: Organisations must note that their recruiting and working terms have to be good enough to attract the best candidate into the system. These candidates are usually drawn to organisations that have systems in place to enable they achieve their personal and career goals while working towards the corporate goal. They look out for organisations with a culture that imbibe a balance of people and task focus.

Employees are also interested in innovative organisations as they are quite aware that the world is not static and things change every time. They are looking for organisations that are innovative enough to withstand change and also come up with new ideas to use changes for their good. The issue of employee compensation is also as important as no one wants to work for an organisation that might not be able to provide the resources that are necessary for their everyday life. People want to be compensated fairly and good enough to settle their everyday needs.

Therefore, in hiring the best employee, organisations have to show that they are indeed the best organisation for the employee to work in.

  • What the employee should have: Of what use is an employee who cannot get the job done well?
    Since the focus of the organisation in the first place is to hire the best, it becomes necessary that the skill that this “best” employee carries should be considered adequately.

    • Matching job description to skills or previous roles is one major task an employer should perform in hiring the best. Remember at the beginning, the manager clearly stated the skills that the employee should have. This is necessary because hiring someone whose skills does not match the job description creates room for an unsuccessful hiring outcome.
    • Another pressing thing to check out when hiring an employee is their enthusiasm both for their organisation and for the job. If the employees are not motivated about performing their job or are not interested in what the organisation stands for, it is very likely that no matter the level of skills they have, they would not put in their best to the task they have to perform.
    • Finally, your chosen “best employee” should possess good social skill and the ability to relate well with people. In today’s business environment, no man can successfully exist in isolation. It is required that employees perform tasks and activities together in teams hence it becomes necessary that employees have the ability to foster good relationships with one another to ensure a performance enabling ecosystem.

 

In all hiring the best requires you first being the best to attract the best.

 

“If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it, you almost don’t have to manage them.” – Jack Welch

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