Executive
staffing has perennially been a matter of discovering that there are too few
stars available, despite the steadily increasing demand for effective
leadership.
Making hiring
compromises has long been viewed as a pragmatic response to the reality that
there are more jobs begging for skilled leaders than there are ideal candidates
to match them. Too often, this results in the “least worst” candidate being
hired.
Why does
this happen?
The decision
to hire a person from a pool of finalists who are “not quite” what you
originally expected is usually a result of:
·
Incomplete preparation and a lack of investigation regarding
the intended search process. Examples of processes that require up-front
clarification include: decisions regarding whether you will seek outside
expertise in the search and selection process; who within your company should
be involved; and how the available position will be promoted.
·
Making inadequate assumptions about necessary job criteria or
credentials, rather than choosing standards that are based upon factors that correlate
positively with success on the job.
·
Taking short cuts in both recruiting and assessments by:
limiting the number of trained interviewers; skipping over psychological
assessments; or failing to dig thoroughly into references from past employers.
Impatience with the screening processes due to a search that is focused more on “fast” than on “fit”.
Impatience with the screening processes due to a search that is focused more on “fast” than on “fit”.
·
Screening people chiefly on their credentials rather than on their values and the behaviors
that match your company’s culture.
·
Mismanaging distractions that shift the hiring executive’s
focus toward other priorities, thus shifting the search to a back burner.
·
Unwillingness to problem-solve your process when the “right” people
don’t happen to surface early on.
It stands
to reason that “least worst” hires do not meet all of your “fit” expectations;
therefore, it is likely that they will also be unable to achieve all of your
outcome expectations.
Despite the
organization’s strong legitimate pressures, your long-term interests will be
best served by taking the time to prepare well at the outset in order to
choose the “right” candidate, rather than compromise in a rush to hire the ‘least
worst” choice.
When
choosing leadership, choose wisely. Your organization’s future depends on it.
*Image courtesy of Stuart Miles at FreeDigitalPhotos.net
*Image courtesy of Stuart Miles at FreeDigitalPhotos.net
