Hiring and hiring well are two different things. Basically, it’s the difference between hiring an A-level candidate and hiring a C-level candidate.
Obviously, if you’ve hired a C-level candidate, you’ve successfully hired somebody. However, just because you hired somebody does NOT mean that you will enjoy hiring success. What happens after the hire is much more important and is a greater indication of success (or a lack of it).
It makes sense that what happens after the hiring of an A-level candidate will typically be a reflection of more success than what happens after the hiring of a C-level candidate.
So the conclusion: your organization should measure hiring success in terms of quality and not quantity. (That may seem like it should go without saying, but it must be said, anyway.)
We’ve already addressed one of the key components of an organization’s plan for maximizing hiring effectiveness: knowing the difference between passive candidates and active job seekers. That’s because not all candidates are created equal.
The next component for maximizing hiring effectiveness is this: not all open positions are created equal, either. As a result, your organization should not treat all open positions the same. Some are more important than others.
With that in mind, below are four steps for maximizing your company’s hiring effectiveness in regards to its open positions and the process used to fill them:
- Identify which positions within the organization are critical and which ones are not.
- Obviously, the critical positions are the ones that you need to fill in a timely fashion. How quickly should they be filled? Ideally, within three months. The longer these positions stay open, the more your organization will lose in terms of productivity and profitability.
- Everybody involved in the hiring process should know everybody else in the process. In addition, they should know the roles of the people involved and there should be open lines of communication.
- There should be a consensus among all parties when it comes time to deciding upon the top candidate for each position. (Or at the very least, a majority consensus.)
Hiring effectiveness and hiring success is largely a matter of priorities. In other words, it’s a matter of knowing what is most important and acting upon that knowledge. Specifically, an organization needs to:
- Know which of its open positions are the most important and devote the most time, energy, and effort to those positions.
- Identify which candidates in the market are the best and devote the most time, energy, and effort to those, as well.
If your company wants to maximize its hiring effectiveness, then it must maximize both its time and its resources and spend them in the areas that will yield the best results . . . in terms of both positions and people.
If you’re looking to hire (and hire well), we invite you to connect with our team today and see what The Doepker Group can do for your organization.
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