NHS Horizons ’s Post

Do you truly know the candidate you’re looking to hire? And will they fit long term? Had a great meeting with Troy Wiest yesterday at a well known Waukesha based company which got me thinking. During the conversation with their hiring leader, she described all of the aspects that are attractive to their ideal candidate - smaller team size, daily interaction with management and highly visible senior leadership team, great perks (for certain individuals) and fostering continuing education and development. She then described the benefits/traits of their number one local competitor, who is a much larger, nationally recognized organization. She shared that they do lose candidates to that organization, but it also goes both ways - some individuals who are feeling disenchanted with “being a number”, lacking the strong sense of community, and getting caught up in more politics. The part of the conversation that hit me deepest was her confidence in who they are and she wasn’t losing any sleep over the individuals who have left the org over the years. “If that’s the type of company they’re looking for, we wish them the best of luck…” In a competitive market, it isn’t just about hiring… it’s about hiring right.

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We seek top performers when hiring. We don’t want slackers or low performing members that will drag others down. Yet an important factor we tend to skip is trust. Teams want to trust each others. They want to feel that they are taken care of and that someone literally has their back. A top performer with high trust is a key asset, a medium performer with high trust is also a key asset and way better than a high performer with low trust. Hire for character, it’s not easy to change and a bad character will ruin your work environment

The right people in the right seat is everything. We just hired a director of recruiting who helped us 10x the business. This only happened because we fired the person previously in the role. Here are 5 lessons I learned from this experience: 1. Competence does not equal right person for the job 2. Growth mindset & leadership >  just getting the job done 3. Full visibility into the operations →  better decisions 4. Hiring someone with previous experience →  new ideas to our team 5. Hire for the future. She’s overqualified and this will take us to the next level I continue to ask myself,  “do we have the right butts in the right seats?”

Two candidates for a key position, one a technical guru, yet very difficult to get along with and a poor communicator. The other is technically very competent, yet not a guru ,but easy to get along with and a very good communicator. Guess who most managers will hire? Then when everything falls apart, cast blame on their team members. After making a major hiring mistake they will do the same thing again, and again, and again. Do you think the manager might be the mis-hire?