I was recently working with a client on a new recruiting process and we made a major discovery! Managers were hiring to replace what they just lost rather than hiring for what they needed. This approach left gaps in the team and duties. As the organizational strategy evolved the roles did not. Sound familiar?

To ensure a solid new hire, ask yourself these five questions before you begin the process:

1. What results does the organization need from this role today? 18 months from now? Three years from now?
2. What skills and competencies are required to meet those needs? Do I need to modify the job description to encompass these skills?
3. What level of employee do I need to fill this role? (For example, if you have a department of senior level project managers, do you really need another at the senior level  or would someone at entry level be most appropriate?)
4. What type of personality will work best with my team and my leadership style? Do we need someone similar to us or a different, fresh perspective?
5. Are there different sourcing options I should consider given this analysis?

It might require a bit more time up front, but I think you can see how this might save you a headache or two in the future.

Jennifer Rufatto is a consultant at FlashPoint. She focuses her consulting in the areas of workplace learning and leadership development.

Image: tungphoto

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We recently received a comment on one of our blog posts from a frustrated job seeker, someone whose applications had fallen into the proverbial “black hole.” Keith (not his real name) applied for jobs that aligned perfectly with his experience and skills—yet, no replies. When he did receive a response, it was a generic message such as “Thank you for applying. While your experience and skills are impressive, they do not match what we’re looking for right now.” If you have looked for work, you’ve likely had similar experiences.

I’ve been on both sides of the resume, as a recruiter/hiring manager and as a job seeker, and there are opportunities to improve for all parties involved. In this blog post, I’ll focus on HR’s role in creating a valuable experience for job seekers, one that can impact your ability to hire the most qualified candidates.

1. Know the job. Understand not only the duties that are essential, but also the behaviors that will best fit with the organization and the department. 
2. Use limited pre-employment questions and make them targeted so you can learn what you really need to know. Nothing is more frustrating to an applicant than rehashing the information on their resume into open-ended comment boxes.
3. Use an objective scoring system. Also, specific measurables will help you determine which candidates best align with the requirements for the job—don’t just go with your gut.
4. Respond to everyone who applies.
5. Create a wonderful experience from start to finish. View applicants as your customers—because they are customers. 

From the application process to the interview to the timely follow-up, your ability to provide a positive experience will go a long way toward your future recruiting efforts, your organization’s image, and your role as an HR professional.

Linda Dausend is a consultant at FlashPoint. She consults with clients on talent management, helping to align their human resources programs with organizational strategies.

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One of my favorite commercials is from Monster.com where a child states, “I wanna claw my way up to middle management.” I remember the first time I became an assistant manager. I was so excited to send my new business cards to my whole family (even though they live in Colorado and couldn’t do business with me) and I readily gave one to anyone who would take one. We all love the American success story about the person who started in the mail room and worked his way up to CEO—what a great story. Everyone should strive to accomplish that, right?

What happened to simply being “the best” at what we do? Why if we are considered “the best,” do we have to get promoted to feel valued? By that rationale, Peyton Manning should be the coach and not the quarterback. Imagine what would happen to the Indianapolis Colts if Curtis Painter took over and Manning was simply his coach? Do you remember when Magic Johnson tried to coach? He failed miserably, yet no one would argue that he is one of the greatest basketball players of all-time. The role of being a coach is different from being a player. Just like the role of being a manager is different from being a contributor. Don’t get me wrong, there are a lot of contributors who have what it takes to be a manager and I firmly believe that leadership can be taught; but, it is not for everyone and that should be ok.

So, what do you do? You can’t stop promoting from within your organization because you do not want employees to feel stagnate.

Here are some considerations:

1. How does a promotion impact your customers?
2. Think about how you show that you value your employees. Does everyone know how they contribute to the success of your business?  What is their impact on your business?
3. Do a job analysis and consider job enrichment and/or enlargement versus simply promoting people into management. Few people want to do the exact same job each day, but it doesn’t mean the only way to change that is through promotion.
4. Develop a management and leadership development system that may include training, coaching, or mentoring for high potential employees.
5. Consider a pay-for-performance compensation plan as many people want and take a management position simply because it pays more.
6. Ask employees how they feel about their contributions and their role within your organization.

There was a time in my career when I would have ranked advancement as the most important part of my job. As I have matured in my career, I value the impact I can have on an organization. It didn’t come naturally and it took a lot of work. I now chuckle a bit when I hear titles dropped in conversations. My current title will not raise the eyebrows that my CEO title once did, but I can tell you confidently that I would have a much larger impact on your organization today than I would have six years ago.

Jeremy King, SPHR is the Business Development Manager at FlashPoint.

Image: Matt Banks / FreeDigitalPhotos.net

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As part of the 2010 Indiana State Human Resources Conference, FlashPoint asked HR professionals across the state to tell us about the innovative HR-related programs they have introduced at their organizations. I had the opportunity to collect these innovative ideas and present them at the conference where attendees were invited to vote for the idea they considered most innovative. While a winner was selected (to be highlighted here soon), FlashPoint thought that all the ideas were deserving of a little more attention! Now, I get to share the details of these exciting and innovative programs. My hope is that these “mini case studies” will inspire you and your organization to be innovative!

Innovative idea submitted by: Susan Rush, Vice President, Human Resources
Organization:  Buchanan Group, Inc.

Manager’s Resource Manual

Joellyn: Can you briefly describe your innovative HR-related program?

Susan: We developed a Manager’s Resource Manual including comprehensive forms as a reference & resource for training and information on the mission, values, performance factors & behaviors, recruiting & hiring, new employee orientation, performance management, time off, safety & other workplace policies, separation of employment, and legal compliance.

Joellyn: Why did you develop this program? What problem/situation were you hoping to address?

Susan: Managers did not have a standard or any specific tools to best support, develop and review employees. Additionally, legal compliance was an issue that we needed to make sure all managers were aware of.

Joellyn: Why do you consider it innovative?

Susan: It is a one-stop tool to assist managers in handling the managerial portion of their jobs, including standardizing how we handle employees, reviews, legal compliance, etc.
It has become very widely used and referenced by the managers.

Joellyn: What impact have you seen? How did the program address your problem/situation and how has it improved the company and/or the HR function?

Susan: Managers now have a tool that they can review prior to delving into any topic to ensure legal compliance, to gain tips on handling employees with standard issues, to coach and develop them to meet/exceed expectations, to improve the performance review process. It has helped employees become better equipped to handle situations and provides managers with an immediate resource. It has helped supervisors appreciate the value of the Human Resource department and equipped both parties to better support each other.

What idea does this inspire for you and your company? Do you have a Manager’s Resource Manual?

Each month I’ll highlight another HR-related innovative idea. I invite you to subscribe to this blog so you don’t miss other, similar posts. We have more innovative ideas on our FlashPoint website.

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Andrea Moore and I had the opportunity to give a presentation during the 2010 Indiana State Human Resources Conference. The topic, Linking Learning and Development to Organizational Strategies, resonated with the audience as evidenced by nodding heads and participation. Perhaps it will strike a chord with you, also.

We’ve summarized the presentation into a brief, six-part video series. Part one is below. Video topics for parts two through six with links to each follow.

Part 1: Determine what success looks like

Avoid myths of training

Begin with mission, vision, and values

Build/evaluate training initiatives

Define success measures

Define roles and responsibilities

Most business leaders understand the value of providing learning and development opportunities to their employees. Because human capital is such a significant investment, it’s important that employees have the knowledge and skills they need to produce quality work. Companies realize this.

What leaders and managers often fail to do, however, is to provide learning and development that aligns with their organization’s strategy. Sometimes the training they provide is haphazard or reactionary; much of it fails to develop abilities that help the company achieve its goals.

For learning and development to be successful, business leaders—along with the professionals who are in charge of designing and delivering it—must move beyond this myopic view. Instead, they must clearly define the organizational strategy and then identify core competencies that employees must develop and demonstrate in order to carry out that strategy. They must then build training that enhances these essential competencies.

What is your company doing well with regard to linking learning and development to organizational strategy? What could it do better?

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In my rush to be efficient the other day, I grabbed lunch and headed back to the office to eat at my desk. My coworkers didn’t have the same idea so when I returned, I was locked out with no keys and no cell phone.

I decided to head next door to the mall where I could sit and eat my lunch. With no iPhone to play with while eating lunch, I had nothing to do but listen in on other people’s conversations.  Lucky for me, there happened to be a job interview that was just beginning at the table beside me.

After a couple of minutes, I realized the candidate was being interviewed for an assistant store manager position by what sounded like a regional manager. I listened as the interviewer talked about the company, the challenges of being in store management, the role of an assistant store manager in increasing sales and creating a strong customer service environment, etc.

While I found all of this very interesting, it took up half of my meal and I had yet to hear the candidate say anything. The only real question that the candidate responded to was so leading that he just repeated back exactly the response the hiring manager asked for. It was at this point that I wanted to pull the hiring manager away to provide some free HR coaching!

I was left wondering how often this scenario is played out every day in interview rooms across the country. How can I really find out if a person has what it’s going to take to be successful if I spend most of my time doing the talking? How do I assess whether or not someone will fit within our culture when all I’m doing is telling the person about our company?

I experience this same thing in meeting with prospective clients. I’m always amazed at the number of times I’ve walked out of a prospective client meeting and couldn’t get a word in about our firm or our capabilities only to be hired for the project!

The value of listening (or, in this case, asking a question and then shutting up) is something we all probably need reminded of from time to time. Just asking questions of others forces you to listen. And when you really pay attention to what others are saying, you start to get drawn in – which often leads to a dialogue.

Is this the art of listening? Not entirely, but asking questions means that others will usually respond which forces you to stop talking and start listening.  How do you keep yourself from doing too much talking and just how important is listening in the work that you do?

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