One of the things I often hear from companies recruiting candidates is that there’s a talent shortage. But award-winning author and sales management expert Lee Salz views it differently: The talent is out there, you just have to know what you want (and how to find it).
Lee Salz wrote the book Hire Right, Higher Profits, which I highly recommend. Too often, he says, companies focus on people, not processes. The days of receiving a gold watch for 25 years of loyal service have come and gone and Generation Y is anything but loyal. However, it is possible to find loyal talent. Here, then, are four steps from Lee to help you recruit the right candidates.
Always Be Recruiting.
Much like grocery shopping when hungry, a big mistake is looking for candidates when you desperately need to hire them. Always be recruiting and open to networking. You never know where it will lead.
Use the Tools Correctly.
Assessment companies provide data about a candidate, but it’s up to you to interpret it and combine it with nuances gleaned from those in-person interviews. The same goes for tracking systems, which are designed to make the hiring process more efficient. The problem is setting too many filters, which can shut out some great candidates. So manage these tools correctly and consider them part of the overall process, not the end-all be-all.
Do Your Homework.
When considering a candidate, be sure to assess all the factors that will help that person succeed or fail, as the case may be.
A resume alone will never help you get hired. It has to be relevant and compelling enough to get your foot in the door. Having reviewed thousands of resumes myself, I’ve found that most of them read like a cross between an obituary and a museum exhibit timeline.
First, let’s debunk a couple of resume myths. Resumes are not read, at least not at first. They are scanned, scored and sorted. Second, a good resume is not critical to getting you hired. It is only critical in landing an interview. Third, the real purpose of a resume is to catch someone’s eye. HR departments use resumes as a job-matching tool. They are trying to find a fit, and in this way they are solving a problem.
Most executives agree that you should never start with HR, so if you write your resume to match a job, then you’re writing for the wrong audience. Here, then, are four tricks to get the people with hiring power to notice you:
State what problems you’ll solve.
Executives are focused on solving challenges of time, money, and risk. When reviewing a resume, they want someone who’s overcome challenges in at least one of these areas, if not all three.
Explain who you helped.
Many resumes include companies that are not household names so add a short explanation. “Top 10 international provider of heavy construction equipment components,” for example, will give your performance some context.
Say what difference you made.
Here, I’m talking about specific measures you took to solve a problem.
Business is like baseball in so many ways, none more so than when you set out to build a great team. You want the best players, like that insanely great sales leader, but that’s not how the game is played.
Every company, like a ball club, is out to win as many games as possible. But every company is filled from the bottom up with two distinct types of players: You’ve got your organizational types and your all-star types. A good leader knows the difference.
This is not to disparage those people who get the job done day-in and day-out. This is to help you know that once-in-a-lifetime talent can take your business to the next level. As much as you want a workplace where everyone feels equal, as George Orwell wrote: “All animals are equal, but some animals are more equal.”
So, what are the characteristics of all-stars? For one thing, they’re innately talented and possess leadership ability. They’re also ambitious and strive to achieve. Beyond that, they’re engaged, and constantly developing themselves personally and professionally.
To help them fully harness their natural talents–because nothing is worse than talent going to waste–here are three simple, yet effective ways to keep them engaged at your company:
Challenge them. Give them the tough assignments, urging them to aim for greatness.
Spend time with them. Pass along your wisdom, helping them to develop big goals. Then find out not only who they long to be but when they hope to get to that point.
I’m not sure if it was Peter Cetera or Kierkegaard who said, “Everybody needs a little time away.” Regardless of who said it, that statement is certainly true, especially for business leaders. In this 24/7, constantly-connected world we live and do business in, there will come a time that you have to find that spot that you can go to and be truly alone.
Even Superman had a place to go when the rigors of defending Metropolis got to him and made him feel less than super. For CEOs, there are a number of tasks that you will not be your most effective in solving if you attempt them working in a standard office environment. Maybe it’s annual reviews, terminating an employee, deciding whether or not to launch a new product, or even something as simple (yet, mind-numbingly complicated) as a customer issue. At some point, we all need our own Fortress of Solitude. You need to find a spot that will allow you to truly embrace the beauty that is complete solitude, a place that allows you to really focus on an issue, re-energize yourself, and go back to being super.
Here are 7 Steps to finding that perfect spot:
1. Embrace the beauty of being alone.
Even if you are the most gregarious person in your office, sometimes you want to enjoy your own company. In your fortress, one of the most important things is to be comfortable with yourself and only you. No Lois Lane, no Jimmy Olsen, and definitely no Lex Luthor.
Goals are great, in fact they are paramount to actual success. Every single successful business in the history of time started with a goal, achieved it, and went from there. The only problem is, why do they take so long? Here’s a very simple, two-part process that will help you rocket to the finish line.
Part 1: Understanding the Path
- Declare the goal. The best definition of a goal is a dream with a deadline. So declare not only the dream, but the deadline as well. What do you want to do and when do you want to do it by? These two very simple questions can help you to measure progress along the way and to know when you’re winning.
- Create the path. The major difference between most goals and dreams is that a goal not only has a deadline, but it has a plan. What’s your plan? How do you intend on reaching that finish line and achieving that goal? Do you have everything you need to get you there? Have you anticipated roadblocks and pitfalls along the way? Do you have a plan to sidestep the landmines that you won’t see until the last minute?
- Set mini-goals. Be sure you have measurable milestones–mini-goals along the path to let you know that you’re on the right road. The most important part is that they are three things: applicable, measurable, and attainable.
- Define winning. The mini-goals and the major goal have to be tangible, specific.