Join Mike Figliuolo for an in-depth discussion in this video Recruiting the right people, part of Building High-Performance Teams.
-One of the most exciting aspects of building a high performing team is recruiting people to be members of that team. There's nothing better than finding that really talented person who wants to come work with you. As you think about doing this recruiting and finding the right people, first you need to understand how to create role descriptions based on the team skill needs. Next, you need to think about hiring from non-traditional sources, based on skill sets rather than experience.
Last, when you're hiring somebody, don't just think about the role you're hiring them into, but think one role ahead so those people have headroom to grow when they join your team. Allow me to illustrate. Experience-based role descriptions might sound like, "Well, the individual must have five years of experience, "on a small business credit union underwriting team, "working at a small, mid-Atlantic community bank "with multiple branches." That's a really specific description and there are very few people who probably meet those requirements.
You've shrunk the recruiting base that you can find somebody in, and, by the way, those experiences might not be relevant to the skills the team needs. Instead, write skill-based job descriptions. Think about what are the initiatives you're pursuing and what skills does the person have to have? For example, "The individual must have the ability to "perform complex financial analysis and combine those "results with judgement to make effective decisions." I just opened up the pool of applicants I can pursue, dramatically, versus that very narrow experience-based job description.
Those skill-based job descriptions open the applicant pool. It will enable you to get those new people in more quickly and you're going to hopefully get some new perspectives from those folks on the work that you do versus getting somebody with deep experience who is going to come in and say, "Well, that's the "way we've always done it, so we should "keep doing it that way." Next, in terms of hiring, once you have that skill-based job description, think differently in terms of where you go to find people because different perspectives and different experiences are going to bring new ideas into your organization.
They may also bring new skills to the team that you might not have, that you might not realize you don't have. That team may value those new experiences and new skills more than you ever thought. Additionally, by looking at non-traditional sources, you'll probably have less competition for that great talent. Instead of recruiting from Harvard Business School, where every organization in America is trying to hire those graduates, perhaps you look at different schools where you have less competition.
Maybe try and pick off the top two people at the Ohio State University's Business School. By looking at those non-traditional sources, you have less competition and those candidates might be much more eager to come work for you. Last, when you hire this person, don't just hire for the role that you want them to do. You have to give them head room to grow into. People want to be excited and challenged.
They want the opportunity to build their skills which builds their personal marketability. People enjoy the challenge of overcoming obstacles. When you hire them, make sure they can do 70 percent of the role you're hiring them for and they're going to need to learn 30 percent. When you hire somebody who has 100 percent of the skills required, for the role you're bringing them into, that's a very safe bet for you as a recruiter and as a leader.
But think about it from that individual's perspective. If they can come in and do all elements of that job on day one, it's going to get pretty boring pretty quickly. You create flight risk for them. They come into that role and they say, "I've got it all figured out." Well, after about six months, when they start asking what's next, and you tell them, "Well, just keep doing what you're doing." They're going to become disenfranchised and frustrated and start looking for more challenging opportunities.
Last, when you're thinking about that role progression for people when you bring them in, you need to ensure there's a path of future role possibilities for them. Because most people, especially ones that are going to gravitate toward the high performing team you're trying to build, they're looking at that career path and thinking about how they can grow. That's a very strong source of personal motivation for them. So again, as you're writing these job descriptions and going out and recruiting that talent, think about skill-based versus experience-based role descriptions.
Look in non-traditional places for the people who have those skills, and when you hire them, think about their growth path ahead and make sure they've got room to grow and develop as individuals.
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- Create a compelling vision and mission for your team.
- List the steps to conduct strategic planning activities.
- Identify the resources teams need to succeed.
- Determine the skills leaders need to look for when recruiting high performance teams.
- Explain how to create stretch opportunities for employees.
- Describe the primary components of conflict resolution.
- Build bench strength and succession plans.