Peter Boolkah (The Transition Guy): award-winning business coach, podcaster & speaker helping high-performing business owners get results.
getty
The global economy is fragile, and the most recent U.K. redundancy figures make for uncomfortable viewing. For perspective, the U.K. has a population of around 67 million, and only 76% are in work. Therefore, a loss of 9,000 in the workforce in a month is worth processing.
The work landscape has changed. The Industrial Revolution that brought about so much change in the mid-1700s has given way to the digital era. That in turn has changed what jobs are available and where we can do those jobs. It stands to reason then that how we hire staff has also changed dramatically.
I always go by the mantra that your team is your business. If you hire the right talent and create a positive work culture, then your business will grow. But hiring the right staff can be a minefield. It takes careful planning.
Know what you need.
First, it is important that you as the business leader be clear on what roles you need to grow the company. Once you have those roles clarified, then defining the job role and responsibilities is next. This should include the skills, qualifications and experience required for the position. When you work with your HR team (if you have one) on the job specification, make sure that it is not too lengthy. It needs to be concise and clear in representing the role as well as the benefits of working in your organization. Pick out the key competencies needed for that role: the five things that the person absolutely needs to do to help you grow the business, as well as demonstrating tangible experience.
Identify blockers.
I work with CEOs, entrepreneurs and business leaders around the world, coaching them through building teams with the view to ultimately grow their businesses. Often when I start working with them, we realize there is a funnel blockage—that something is not working in an area of the business. I'd guess that 98% of the time that comes down to a staffing issue. It may be that the wrong person is in the role—perhaps the role was not clearly defined so they are unable to carry out their tasks—or sometimes there is a need for new roles to be created. When we go back over their hiring processes there is often room for improvement.
I had one telesales client who had a high turnover of staff. The continual onboarding process was costing him money as well as sales. His hiring process consisted of face-to-face interviews where candidates shined. They were able to sell themselves. As soon as they reached the phone, however, it became apparent that they were unable to sell. I suggested that, as part of the interview process, he first got them to sell themselves over the phone and then tasked them with a short roleplay scenario where they had to sell something else to him, again over the phone. Within weeks he had a top-class team working for him. His sales rocketed, and his turnover of staff lowered. By setting competencies within an almost real-life scenario he had been able to assess their capabilities more successfully.
Consider cultural fit.
Another important consideration is cultural fit. Many organizations follow a hybrid or remote way of working. It is important that your team members are comfortable with this. You must clearly define how this works within your organization and what the expectations are. Your company values and culture should be clear to you before you reach out to possible team members; very often organizations are not clear on their culture and how that relates to their staff behaviors. It is important to ask questions about a candidate’s work style, collaboration preferences and values to determine if they would thrive in your organization’s culture.
Pay well.
Finally, you get what you pay for. If you want top-class talent, then you have to pay for it. It is necessary to offer competitive compensation or that talent will go and work for your competitors. You can better ensure your offer is competitive by researching industry standards and salary ranges. Consider other benefits or perks that can make your offer more appealing. Be prepared to negotiate and be flexible, especially for highly sought-after candidates.
Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
