PREVIEW: Power of Proactive Recruiting By: Henry Glickel- Chapter 1: Identifying qualified candidates

The easiest job in the world has to be coroner. Surgery on dead people. What’s the worst thing that could happen? If everything went wrong, maybe you’d get a pulse.” – Dennis Miller

 

The open position you’re looking to fill is not an easy position. you can’t afford to put just any body in there and hope for the best.  It’s a critical role involved in the intricate system of your company that helps move you toward your corporate goals.

Neither is the task of filling the vacancy easy. you know from experience that success takes time  attention to detail and persis- tent dedication. But your time is divided between finding the right candidate and running your business. you need things to progress quickly and smoothly, allowing you to stay focused.

On the one hand the present economy has given rise to many ea- ger and otherwise hard-working but unemployed people looking for a job. Some may be looking to make a change  having settled for a lesser prospect in order to maintain income and retain ben- efits. On the other hand  the most qualified people are not always available to read your ad. Why? They are already hard at work for someone else  making calls  delivering client presentations completing sales — not even looking for your opportunity to come their way.

Generally, when you envision your ideal candidate, you’re think- ing about the “A” players  the top 25% of the working world who are successful  accomplished and self-motivated. Usually these people are not out there looking for your job so you need to be creative in your efforts to reach them.

The “B” players are often unhappy with their present company and not strongly connected. These candidates may have capabilies that need the right motivation and development.

The great players are decisive problem solvers. They’re resilient self-starters willing to help others and the team. They offer valuable experience and skills. Consider your corporate culture and how you encourage the great players and whether or not you can develop the B players.

Take an objective look at your company and consider your acces- sible resources  the time available to cultivate the right people  and the commitment your company is willing to make to the process. Then go to the drawing board.

In the very beginning stages your search is a blank slate. There is untapped potential just waiting for you to make the most of it.

I was fortunate to work with an office equipment company once that gave us a blank slate. We were able to start from the ground up and develop a recruiting budget and process that helped ad- dress timing and defining  important elements for this company at this particular time. We were able to identify very specific process- es  timing and other factors that helped move the process along and define the company resulting in lowered costs and reduced turnover.

Take the time and be objective. Really consider who your company is, what your company wants, and how you’re going to get it.