Skip to main content
Celebrating 50 years of Building High Performance Corporate Teams - 1971 to 2021

Frankly, most executives do not look forward to the task of hiring staff. It is a competitive environment for good talent and it can take a lot of time and expertise to do it well.

It doesn’t have to be an uncertain process.

As Executive Recruiters, we are happy to share some of our expertise, gained over 45 years in the talent search and candidate evaluation trenches.

Just answer the “Big 6” Questions.

To do it well, you need to address the following questions:

1. Who am I REALLY looking for?

We all have 3 page job descriptions with 20+ responsibilities, a dozen ideal character traits, and skills/educational requirements, but at the end of the day what are the 5 key deliverables of the job, and what kind of person is the right fit in your culture?

2. Where am I going to find them?

There are a myriad of ways to source candidates these days, each with their pros and cons with respect to quality and cost. As our economy heats up and we move toward widespread specialty skills shortages at all levels, the top candidates for most positions will already be working, and not actively engaged in the job market. You will definitely need a strategy to tap into the “Passive Candidate” pool.

3. How am I going to evaluate them?

Once you have identified a number of candidates who appear to be qualified (at least on paper), you need to evaluate them – rigourously, impartially, and uniformly. This will allow you to get past “Gut Feel”. Ideally by this time you will know precisely what you are looking for. A structured behavioural interview and a weighted score-card will allow you to measure it when you see it.

4. How am I actually going to hire them?

Your offer must meet both party’s needs, yours as well as the candidate’s. The easiest part is often the money. Other factors that are important to the candidate (learning, career growth, lifestyle factors, travel, corporate culture and team environment, benefits, vacation, pension/stock plans, etc.) should be addressed.

5. How am I going to successfully “on-board” them?

Do you remember what it felt like when you first joined your company after a successful career somewhere else, especially if relocation was involved? You will want to do everything you can for your new employee to overcome the natural jitters and cognitive dissonance. This will include a strong Day 1 Orientation, physical considerations like a well prepared office space, business cards, etc., and emotional considerations to help him/her to engage quickly into the new environment and work toward early wins.

6. How am I going to retain them?

Your success in retaining your new employee will be dependent on your personal leadership, a fair reward system, meaningful recognition, stimulating work, and an engaging environment.

If all of this sounds daunting, do not despair. We will unpack each of these topics in the coming few months. In the meantime, help is just a phone call or email away.