Re-visioning the Process – Having “New Eyes”
This book proposes you think of hiring as more than a staffing process.
If you are a “find-me-a-warm-body” boss and want to keep your hiring tactics based on that slogan, I suggest you read no further.
If you view hiring as essentially a “find-me-a-replacement” process, expect this book to challenge your thinking. Turnover can be a good thing or a bad thing. It can be welcomed or grieved. The organizational reaction to the loss represented by employee departure should be thoughtfully and authentically understood. It should be grieved or celebrated as required. I really “got this” one day – working in the best company I ever worked for – when the President/CEO wondered, “Why are we throwing ‘good bye parties’ for those who are leaving? We should not be celebrating the losses of those who have been important to our successes.” This insight provided impetus for developing strategies for “re-recruiting” high performers, even before they had finally decided to resign and go elsewhere.
An essential message in this book is that hiring any employee must be viewed as an opportunity to enhance, advance and build the business further. This requires an objective review of the value which was added to a vacated job by the departed employee and serious rethinking of how a replacement might dramatically improve that value. Or, how someone hired to fill a newly created job might bring new views, better skills and enhanced values alignment to the role.
A leader’s presence in his organization is far more important than whatever management technique might be popular at the moment. Rather than attempting to employ the latest leadership “techniques” to be successful, leaders should focus instead on their own presence and being in any situation when and wherever they lead. When leaders focus on their own maturity, rather than attempting to change others, they will accomplish more. Consider this an alternative to either of the two conventional and largely unsuccessful methods of leading; Power or Charisma. Leaders tend to follow one of these models but also move along the spectrum between depending on circumstances.
Let us apply this thinking to one of the most critical processes in the organization – the act of interviewing, selecting, hiring and employing new and next members of the team. Let us consider this possibility: When interviewers (these are usually people perceived as leaders) approach the hiring process with an emotionally mature and non-anxious presence, the outcome is more likely to be based on rational and clear understandings of who and what an applicant really is and a highly accurate indication of a new employee’s probable contribution and performance. The resultant decision – to offer or not – to hire or not – will be more successful.