Fishing and Recruitment

I was recently looking at a photo of a gentleman who was celebrating a large catch at an ice fishing derby. And I mean large! It was definitely a successful trip. But it also made me think how often people in organizations compare recruitment and executive search to fishing. You know, you throw out a fishing line, hope for the best and let lady luck take charge. The result of course is that you win some and you lose some.



Organizations that take this approach are never able to build people capacity. They are never able to reach the level of productivity that could be possible if they took a more strategic approach to recruitment and employee selection. They hire employees with different value systems that only serve to create a hodge podge of groups rather than teams that work together in a synergistic fashion.


The problem here is that some organizations look at executive search and recruitment as an isolated function rather than as part of a whole talent management strategy. They fail to see the “big picture” or to seek out opportunities to build bench strength throughout their firm, but what does this mean? The following steps will assist you to take a more strategic approach to your recruitment and executive search endeavours.





Authentic Leadership Characteristics Traits that make or break a successful leader

What do you look for in a candidate? Experience? Technical skills? These skills may certainly be desired, but a recent study of over 2,500 hiring managers and human resource professionals demonstrated that emotional intelligence is topping the credentials chart. Emotional intelligence is the ability to understand your own emotions and that of others, to sense emotional situations in order to build effective relationships and to be able to control one’s emotions. In today’s fast-changing and somewhat troubling times, this appears to be a highly-valued skill.



Dr. Ron Jenson, a well-known US-based executive coach and leadership author suggests that, in his view, there are four key emotional intelligence elements that need to be examined.







Internal versus External Candidates:

Who brings the right value?


It is certainly no surprise to me that 75% of all CEOs who leave an organization are dismissed as part of disciplinary action related to financial performance. Nor is it a surprise that the appointment and/or loss of a CEO can move the market value of a company up or down in a split second. And, finally, it isn’t a surprise that the trend to hire new CEOs from outside an organization has grown over the past number of years.jan2012-candidate2


While company owners must develop a clear vision and strategy for the future, the question of whether to appoint an internal or external candidate should still be given full consideration. However, it’s not what value either an internal or external candidate would bring; the question is who would bring the right value? Let’s examine each of these potential alternatives.





When the Going Gets Tough…

Develop a Comprehensive Recruitment Strategy


You might be familiar with the old English proverb that says, “when the going gets tough, the tough get going". The phrase has become popular over the years and also became the name of a song recorded by Billy Ocean, a popular 1980’s rhythm and blues performer. However, in 2011, the saying still applies and is a stark message that when things do get tough, you simply need to work harder to meet the challenge.



And such is the case with recruitment and selection in today’s marketplace. With the increasing number of senior executives retiring, and a lack of fully qualified candidates to fill these roles, recruitment is becoming more and more difficult; in fact, “tough” sometimes doesn't even begin to describe the difficulty a corporation can face when looking for new leaders. And so, this in turn requires both internal as well as external search professionals to sit down and evaluate the strategies used to attract attention to important opportunities.






Is Recruitment Success Measurable?

There has been plenty of research over the past twenty years that demonstrates the importance of having the right person in the right job at the right time doing the right things. The challenge is how to identify these candidates and entice them to join your organization. With the shortage of talent in the marketplace, recruitment professionals both internal and external have had to engage in much more social marketing as part of their search strategy. In other words, recruiters need to be prospectors, hunting for potential candidates, building relationships and matching skills, personality and organizational culture in order to facilitate a successful hire.



However, the next challenge for those organizational recruiters is just how to determine the success of a candidate search. So, what exactly is a successful hire?


In my view, a successful hire is one through which a candidate is sourced and selected within a reasonable time frame and who meets the selection criteria set out by the employer. As well, a successful hire is one in which both the employer and employee are happy with their arrangements and the employee is making a solid contribution to the organization as quickly as possible.




7 Steps to Recruit A+ Senior Leaders

There is an old saying that the higher the level of success a candidate achieves in their career, the more difficult it is for organizations to thoroughly assess their skills. Why is that? The answer is this: by the time a manager rises to a senior executive position, they are typically very good communicators. Good communicators are skilled at telling a stories, selling themselves and, on occasion, embellishing their skills. It’s just what they do.july2012-senior2


Compounding this issue is the fact that the skills needed for managers going forward are far different than those needed earlier in their careers. Leaders need to be visionary; they need to see and analyze emerging trends and understand how they impact their organization. They need to be able to create technological solutions that enable their organization to excel. They must also excel at managing change, achieving influence and gaining consensus. How then can organizational leaders accurately assess these candidates, especially when they are not accustomed to interviewing and do not have exemplary skills in this area?



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