Winning the Hiring Game

If you’re having trouble finding your next great employee, the problem may not be where you’re looking, but whom you’re looking for. Both human resources experts and design/build pros with strong hiring track records say the key to recruiting success is understanding the characteristics of an ideal candidate before you post an ad or check an online résumé. And, they add, keeping that great employee onboard requires a combination of providing the right challenges and adequate recognition to keep that person both interested and loyal.

Hiring is often done in a hurry. A valued (or not-so-valued) employee gives two weeks’ notice, and, almost immediately, the same job description that has been used for the past five years is hauled out of the file cabinet. Instead of spending time analyzing this possibly out-of-date document, many employers get wrapped up in trying to figure out which of the many new online outlets will get them the best responses. This can lead to frustration and hiring mistakes, experts say.

“Where most companies miss the boat is identifying recruiting resources before identifying the kind of people they’re looking for,” says Joan Brannick, Ph.D., and co-author of Finding and Keeping Great Employees (American Management Association, 1999). “You’ve got to define what you’re looking for and move forward from there.”

Hiring right, according to Brannick’s plan, is a proactive rather than reactive process. Instead of waiting until your next staff member walks out the door, carve out some time now to think about qualities you’d like to see in future employees.

Start this definition process by looking at your current top performers across all positions, Brannick suggests. Consider what they have in common, from working styles to off-hour activities — some employers have gone so far as to interview these office stars. Not only will this exercise give you a better idea of what makes a great contributor to your company, you also may gain new insights into where to find others just as promising.

For example, one of Brannick’s clients discovered many of its best hires were new homeowners who enjoyed visiting area house and garden shows on the weekend. The company set up a booth at the next such event and found new potential candidates, without the competition they faced at local job fairs.

Companies Doing it Right

Michael Strong, vice president of Houston-based Brothers Strong Remodeling Design & Build and GreenHaus Builders, took the time a couple years ago to put together a formalized hiring program. The company is small — currently only eight employees — but Strong says he learned from experience that even modestly sized organizations need to think through their hiring processes.

“We screwed up on a ton of hires,” he says. In response, he signed up for an online human-resources course through Remodelers University. Using knowledge gained through his studies and the accompanying conference-call-based class discussions, he documented formalized policies and procedures in a binder he now distributes to his managers.

John Cannon, president of Sarasota, Fla.-based John Cannon Homes is a similar believer in a formalized hiring process. His company, with approximately 25 on staff, has worked with a consultant to help managers improve their interviewing and listening skills and to develop a list of open-ended questions designed to help interviewers learn more about their candidates. In addition, candidates who make it past the first interview round take two tests — the DESA personality test and the Wonderlic Personnel Test — to help establish their suitability for the open position.

Fitting In