Talent and Productivity Part 2
We are currently interviewing for a number of roles. Everything from dental technicians, sales, admin, marketing, lab management, etc... in order to prepare for expansion.
But, near and dear to me, my EA (executive assistant) will be moving back to Australia. Though I shudder to admit to this in front of her (she might actually think I'm nice!), I will miss her. Her role, as I describe it, is divided into 3 parts:
But, near and dear to me, my EA (executive assistant) will be moving back to Australia. Though I shudder to admit to this in front of her (she might actually think I'm nice!), I will miss her. Her role, as I describe it, is divided into 3 parts:
1/3 of her time - is spent "babysitting me" - managing my ever changing schedule of meetings, lunches, dinners, travel and accommodations, documents that need signing, arranging presents, cards, updating contact information, expense reports, and a multitude of other things including the occasional firm hand and the frequent need to keep me out of trouble :). We often debate: She says I'm demanding, spoiled and need to grow up. I say, "Huh? And the point is?".
1/3 of her time is spent dealing with general administrative - managing the needs of the office from supplies, logistics, relationships with others in the team, implementing systems, etc...
1/3 of her time is spent on special projects - usually projects to deal with social media, event planning, marketing, and public relations.
Thus I have been interviewing candidates for this role as well as for a normal list of roles in our organization. But the EA role is an especially interesting one because it requires the most interaction with me.
Soooo, let's use this as an example in the hiring process.
1. Spend time thinking through the role you are hiring for. I find this to be the hardest - whether it is a CFO of a large business, someone to head up your Humans Resources group, or someone to work closely with you such as your assistant. What do you really want them to accomplish?
2. What inherent personality traits does you or your organization have that you want to address (or cover off)? We all have "blind spots", and it is important, in my opinion, to have people that cover those spots.
3. Is your organization expanding, shrinking, or relatively flat in growth? This determines the personality types that you would need.
4. Prepare questions that give you an insight to a person's personality as it pertains to the qualities you are looking for. Understand the culture that you want for your organization - if you don't know, how will you know if the candidate is a fit?
5. Don't hire just because you got along well on the interview!. We are all trained to put on our game face. People's true personalities usually come out when they are under pressure situations. Only then do you really know.
There are more things to consider but, as you can tell by now, the first series of steps is introspective: There is the right job for everyone. The key to high performance hiring is matching the person with the role! So first look inwards!
I remember being on the board of directors of a company that was looking for a new CEO. The Chairman of the company said, "I propose we recruit ---- (insert name here)---- to be CEO. He has done this, that, this that.....". It was an impressive resume indeed. Far more impressive than mine would ever be. Being new to the board at that point, I just had to ask: "That's all well and good. I have met ------- before and like him a lot. Excuse my ignorant question though, what exactly would we want him to do?"
To which we all looked at each other and smiled...I guess we better figure those bits out first :)
Whether it be assistant or CEO, look inwards first.
Next week: Lets talk about looking outwards: Always keep interviewing, Attitude, Energy, Drive, Ambition, Awareness, Looking In The Mirror, Interviewing, and other observations.
Soooo, let's use this as an example in the hiring process.
1. Spend time thinking through the role you are hiring for. I find this to be the hardest - whether it is a CFO of a large business, someone to head up your Humans Resources group, or someone to work closely with you such as your assistant. What do you really want them to accomplish?
2. What inherent personality traits does you or your organization have that you want to address (or cover off)? We all have "blind spots", and it is important, in my opinion, to have people that cover those spots.
3. Is your organization expanding, shrinking, or relatively flat in growth? This determines the personality types that you would need.
4. Prepare questions that give you an insight to a person's personality as it pertains to the qualities you are looking for. Understand the culture that you want for your organization - if you don't know, how will you know if the candidate is a fit?
5. Don't hire just because you got along well on the interview!. We are all trained to put on our game face. People's true personalities usually come out when they are under pressure situations. Only then do you really know.
There are more things to consider but, as you can tell by now, the first series of steps is introspective: There is the right job for everyone. The key to high performance hiring is matching the person with the role! So first look inwards!
Also expect that, no matter how good you are at hiring, you won't be able to hire the right person every time. Have the courage to face up to that when it is the wrong fit - it is the best thing for your organization and for the person you hire.
I remember being on the board of directors of a company that was looking for a new CEO. The Chairman of the company said, "I propose we recruit ---- (insert name here)---- to be CEO. He has done this, that, this that.....". It was an impressive resume indeed. Far more impressive than mine would ever be. Being new to the board at that point, I just had to ask: "That's all well and good. I have met ------- before and like him a lot. Excuse my ignorant question though, what exactly would we want him to do?"
To which we all looked at each other and smiled...I guess we better figure those bits out first :)
Whether it be assistant or CEO, look inwards first.
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| Buddy performing his job description - companion, protection, loyalty, and entertainment |
But then again, what do I know? I'm just making my way in this world.
Comments
First, and foremost It’s imperative to identify the attributes of the job you are seeking to fill. Second, interview at least 5-6 candidates who meet the job description. Third, conduct a behavioral assessment on the one(s) who can complement your weakness to determine if they naturally possess the right attributes to succeed on the job. Finally, develop a training plan for the right candidate, so when they are hired, they are immediately working on self improvements. Good luck with your search for the right hire.