This is the first installment of a series on \u201cbest hiring practices,\u201d and as such, it probably makes sense to start at the beginning.\u00a0 The real beginning is making the decision that you need to hire someone, but for this purpose, we\u2019ll assume you\u2019ve already done that and that you now need to take the first step in a \u201chiring process.\u201d\u00a0 That first step is writing a position description which is critical to a good hire . . . and a step that many hiring managers get wrong.\u00a0 For more on this, please read below.<\/p>\n
Writing a position description is tedious, isn\u2019t it?\u00a0 So some hiring managers will give this critical step short shrift or skip it altogether.\u00a0 But why is this step critical?\u00a0 Because, when done correctly, it forces the hiring manager to think carefully about all aspects of the job and all the things a candidate will need to be successful.\u00a0 Besides, there may be more than one person involved in the hiring process, so a written position description insures that everyone has the same understanding of the job requirements.<\/p>\n
The problem is, we tend to get too focused on the skills a candidate must have.
\n\u2022\u00a0\u00a0\u00a0 The candidate must be able to type 60 words per minute and must know this programming language or that.
\n\u2022\u00a0\u00a0\u00a0 The candidate must have at least three years of experience selling in our industry.
\n\u2022\u00a0\u00a0\u00a0 The candidate must have prior C-level experience.
\n\u2022\u00a0\u00a0\u00a0 Etc., etc., etc.
\nAnd that makes sense, doesn\u2019t it?\u00a0 I mean, without certain, specific skill sets, the candidate can\u2019t possibly succeed in this job, so we need to make sure we get those right.\u00a0 So where\u2019s the problem?<\/p>\n
The problem is behaviors.\u00a0 We get so focused on getting the skills right that we pay insufficient attention (or no attention at all) to the behaviors a candidate will need to be successful.\u00a0 It\u2019s axiomatic in HR circles to say, \u201cWe hire for skills and fire for behaviors.\u201d\u00a0 And that\u2019s true.\u00a0 So we need to think carefully about the behaviors a candidate will need to be successful in this specific job.\u00a0 For instance, for a high-volume, fast-paced sales force, we\u2019d probably be looking for a high-energy person who runs around all day with his hair on fire.\u00a0 On the other hand, if we have a product with a long sales cycle, we\u2019d probably be looking for a salesperson who is patient and persistent.<\/p>\n
But there\u2019s also your organization\u2019s culture to consider.\u00a0 What behaviors do we value around here?
\n\u2022\u00a0\u00a0\u00a0 Do we want people who will challenge us?
\n\u2022\u00a0\u00a0\u00a0 Do we want people who will march in lock step with us?
\n\u2022\u00a0\u00a0\u00a0 Do we value the tortoise or the hare?
\n\u2022\u00a0\u00a0\u00a0 Do we want a team player or a lone wolf?<\/p>\n
So we need to consider both.\u00a0 What behaviors will the candidate need to be successful for this job, and what behaviors will he or she need to be successful within our organizational norms?\u00a0 And both need to be included in our written position description.<\/p>\n","protected":false},"excerpt":{"rendered":"
This is the first installment of a series on \u201cbest hiring practices,\u201d and as such, it probably makes sense to start at the beginning.\u00a0 The real beginning is making the decision that you need to hire someone, but for this purpose, we\u2019ll assume you\u2019ve already done that and that you now need to take the<\/p>\n