Hire the Best Talent - Lisa Askwith

Lisa Askwith - "Engaging Your People For Success"

IBGR.Network - PROFIT Radio. Everything a business owner needs to start, grow or exit a business. Grow With Us.

Introduction
John Maxwell says that he gets asked all the time, “How do you motivate your people” and his answer is very simple “Hire motivated people.” You want to attract and hire the best talent in order to continue your development and growth as a company.  You can have great processes and great products but the execution of your business plan is dependent on the people in your organization. 

Everything started with a thought.  The computer that I am using to broadcast this radio show.  The device that you are using to listen to this show.  All started with a thought.  That last time I checked people, not processes or systems are the medium for thoughts.

The people that you hire are going to be responsible for coming up with or executing the next great thought that comes through your organization.  People are the important ingredient to your next stage of growth in your business.  The performance of your people directly affects your business and your bottom line. 

Show Objectives - The Why

Hiring the best talent is not an event.  Hiring the best talent is a process. Regardless of your industry there are some steps that you can talk to help you with the process of hiring the best talent. The people in your organization are your greatest investment.  Today’s show talks about steps that you can talk to help you hire the best talent.  

Key Issues

Owner/Manager Perspective: 

1. The company’s Brand – Your company's reputation and brand will either attract or repel the best people,
2. Clear Technical Requirements – The eligibility - intelligence & competence - requirements are clear and consistently applied throughout your organization. 
3. Fit test – The character, personality, and other desirable qualities needed for the position are clear 
4. People worth the investment – You are willing to invest in hiring process to increase the likelihood of hiring the best talent

Key Tips for looking outside of the box and building your brand for recruitment

Think about:

1. LinkedIn and Facebook- obvious, but are you really utilising it regularly and effectively, are you reaching people and creating interest in your brand, or just making noise?
2. Local universities and work associations- do you have partners, and better yet avid supporters? Local universities or ite’s/ polytechnics, such as in Singapore can be great sources of support as well as surprising benefits, such as graduates running short projects for you.
3. Developing your internship program- are there also government or industry grants?
4. Industry job fairs, network platform, local chapters of key business areas etc
5. Links with industry chambers, chambers of commerce etc. These can be a great source of referrals.
6. Internal- Don’t forget the power of internal advertising and referrals- develop your program here too!

What You Need to Know - The What

• The definition of “Best Talent” is dependent on the context of the job needs, your company culture, and the level of compensation.
• Be aware of your company’s culture 
• Hiring the best talent is a process not an event
• Technical and non-technical requirements have to be considered

What You Need to Do - The How

1. Invest the needed time and resources to go through the process needed to hire the best talent.
2. Know your company’s brand and reputation with internal and external stakeholders.  Your reputation can attract or repel the best talent.
3. Understand your company culture and define “best talent” within the context of the job requirements and your organizational culture.
4. Develop a well-rounded assessment of the job requirements: Technical and non-technical requirements; the desirable qualities to make this job a success.
5. Market to your ideal candidate with your job advertisements
6. Conduct well thought out interviews as part of the process that provide insight into the technical proficiency and the core values of the candidate.
7. Remember that it is a team effort
8. Close the deal by connecting the offer to what is important to the candidate.

The actual Interview- define the interviewers roles based on already preselected questions and needs……you can ask other questions, but you should have some preselected core questions you ask every candidate.

Remember from the moment the candidate walks into the room you are responsible for and to them just as you are one of your staff members, hence remember your HR requirements, i.e. discrimination etc.

Divide the Interview into three parts
    1-Welcome and introduction
  2- Ask the candidate to review the last 10 years of their work history with you. You will ask questions as they go and after they finish. When they have finished if you have not already completed your preselected questions then review those.
 3- General wrap up, give the candidate a chance to ask any questions that they need to. Plus ask any relevant final questions yourself, such as if you were successful how long before you can start, what is your salary expectation and do you have and leave plans, or medical conditions that would stop you from performing parts or all of the role. At this point it is critical to give the candidate next steps, both for them and your brand. Don’t forget to follow up!
And before you finalise- do proper reference checks!!!!!!

Good recruitment does not stop at the point of the job offer, it goes further, the next critical step is good on boarding;

Good Onboarding

• Done by the hiring manager- like recruitment
• Clear weekly agenda
• Time spent with the person to ensure any required training is clear and being utilized
• Hiring manager to review all training with the new employee as it is finished/passed
• Clear program set out for the entire length of probation, and run by the hiring manager- milestones, expectations and meetings
• For the first week, the hiring manager should meet with the new employee daily at a minimum.
• For the entire length of probation the program should ensure the new employee has weekly meetings with the new manager to review their feelings of settling in, success, training, needs, and general work ability. As the new employee displays the appropriate skills and attitudes these meeting can become less formal, and if probation is to last for 6 months then the last 3 months may just be a monthly meeting
• Fixed probation review meeting with workplace expectations that are clear and able to be reviewed.
• Clear objectives     
• Most importantly- document everything!!!!

Shows

Previous: Episode P5.008 Why and How Leaders Acting More Like Coaches can save Thousands $$$$
Next: Episode P5.010 How to Retain the Best Talent 

Written by Lisa Askwith

Director of ApexBRS | ApexBRS, Regional Director of See Global Media, Chair of  EGN Singapore, and Associate Professor Cambridge Corporate University | At the Age of Change, providing the HR component of the Global Executive MBA and BBA.

You can connect with Lisa on any of her platforms

LinkedIn Lisa Askwith - Director - Apex BRS
https://www.apexbrs.com/
https://www.facebook.com/ApexBRS
https://tockify.com/ibgrnetwork/pinboard?search=lisa&startms=1602216000000

​

P3.09.3AA