Why Organisations Need to Fully Buy into Talent Before Hiring


 

Recently, FORWARD was in the process of placing a fantastic developer only to realise the entire team had not yet bought into bringing this particular talent on board. They were not yet clear on what they needed from a developer to fill the position because of other factors weighing in on the role. I decided to stall the process and make the request for more parties to interview the candidate until everyone reached an agreement about what skills would be required of the developer who eventually filled the position.

The hiring process is a mutual investment.  Often, companies can find themselves rushed in the process to on board someone. As a recruiter, my job is akin to being a matchmaker. I don’t want the relationship to end in a messy divorce that is costly to both parties. It’s vital both parties are a 100% on board. As Jonathan Rosenberg said recently in a Fortune article, regarding how he makes a decision about whether or not to hire a prospective employee, “I would go back to passion, funny, attention to detail, and the type of person who passed what Eric (Schmidt) would call “the airport test,” somebody who if you were stuck somewhere, you would learn something from just by virtue of spending more time with them.” The hiring process is about engaging in a long-term relationship; it needs to be the right fit.

Have you ever gone shopping for a particular item and settled for less than you wanted out of frustration, time restraints or just growing tired of looking to only regret it later? Or do you have a friend who rushed down the aisle in a panic to get married with her biological clocking ticking away to only end up divorced a few years later? A similar phenomenon occurs in the human capital marketplace. I’ve witnessed it many times in my career, and it always ends badly because either the company or talent experience buyer’s remorse. At which point, it becomes a big expensive mess to untangle. While no position is truly ‘permanent’ in today’s dynamic fast moving and ever changing market, the goal is for the experience to be a positive one that is mutually beneficial to both parties for as long as it lasts.

Sourcing and hiring the right people through careful selection and screening processes are musts. Knowledge, skills, experiences, and cultural fit are all factors contributing to talent’s ability to perform at the required level. Because of technology’s rapid advancement, today’s candidate constantly need to learn knew skills while on the job. If the prospective candidate possesses strong critical thinking skills, remains open to learning and is a cultural fit than this individual is very likely to be able succeed the role, as it is currently defined as well as it evolves over time.

Subsequently, the critical questions everyone involved in the hiring process must ask:

  1. Can this person grow with the organisation actively contributing to the company’s growth?
  2. Is this person a cultural fit?

These are the really vital questions to ask. Taking the time to reflect and really feel good about the individual about to join the team ensures both parties can hit the ground running. If there is hesitation or resistance, it impacts the teams and/or department’s ability to perform. As a result, in the end, both the company and the newly on boarded talent will experience setbacks. Getting everyone to buy into the new talent is essential to ensuring success and to keep everyone involved moving forward.

Caroline Stokes is founder of FORWARD Human Capital Solutions.  FORWARD does things differently for people in digital organisations who demand inspiring talent solutions for transformative results.

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