This topic is one that is constantly on my mind. Most of us who are responsible for hiring seem to be building multiple small teams that must interface both directly and indirectly with many other internal and external teams to create success for the client, company, themselves, and their peers. Any good leader or manager knows that recruiting is part of their core job duties and not an afterthought, a burden, or something that is “squeezed” into the day. If your company has the trust and confidence in you to spend money, and I mean a lot of money, since people, depending on their roles, can have a significant impact on the business well beyond their salary, burden, and bonus, then it is something that you need to take seriously.
I have been building teams for the last 15 years and I still do not think I fully have it figured out. For sure it is part art and part science and the dynamics, maturity and desired outcomes of the team should determine your hiring practices. This article presents many really good techniques that can be customized for your needs.
To me, the two most critical components of hiring is to spend a lot of time thinking about the image, message, and experience you want candidates to have. And the second part of that is communicating it to the interview. Having been in the recruiting industry for a long time, the most frustrating feedback from a candidate is “The interview team was clearly not on the same page and I would have concerns joining the team”.
This feedback is 100% avoidable as long as the leader takes the steps that I mentioned above.
When building a small choice, I cannot stress the importance of every hire.
CSI Tech & Anteo Group Unit Manager