In Monday’s Blog, we addressed the issue of finding the perfect candidate for a job – a task that is near impossible. Why? For two reasons: 1) the perfect candidate is an anomaly; and, 2) too often we find that the hiring manager hasn’t taken the time to clearly outline what is needed for the position and the type of skills that will best address this need.

In our experience, organizations do find outstanding candidates that make significant contributions to the organization. And one interesting factor – sometimes they were not the “perfect candidate” as defined by an all-encompassing job description, but rather a candidate that seemed to have the interest, enthusiasm, willingness to learn and adapt, and general skills to do a good job.

Have you ever seen the following type of write-up as a job description? The candidates must have at least 10 years experience in our industry, doing the type of job we are recruiting for. They must also be proficient in building teams, have excellent marketing, financial and people skills. They must be able to perform under tight deadlines, understand the legal issues of their work, support diversity, and have significant community involvement. They must be willing to travel, including overseas travel. The candidates must also be able to demonstrate work-life balance to the staff. An MBA is required.

Finding the right candidate for your organization requires TWO simple yet challenging tasks before the standard or traditional selection process begins:

1)   Identify what the job actually requires- what are the key functions and responsibilities

1. What’s really required to succeed in the job?
   1. i.     Look at who succeeded and who did not and what was the difference or the gap.
2. Categorize the requirements into musts and wants – never compromise on a must, and don’t get hung up on a want
   1. i.     Identify what qualifications and experience the candidate must have and what would be nice to have

2)   Match the requirements with the qualifications, focusing on the musts

Once this is done, the interview can focus on how qualified the candidate is for the job that actually needs to be done (now and considering growth of the organization and what it will mean for that role). And the lead decision maker must be the person this candidate will report to.

Finding good candidates is a challenge, but not in the way many believe – that is finding the perfect candidate. It is a challenge because the need is to find the right candidate for the job that needs to be done. There is a difference and successful hiring managers know the difference.

Copyright 2011 Kubica LaForest Consulting

In our blog on Monday, we discussed external recruiting. Being hired from outside the organization has its own set of challenges. Specifically, you are coming into an organization that has a set culture, a set way of doing things, a set value system and alliances whose purpose is often to maintain the status quo.  Yet, you were hired to improve the organization. How do you this? You start by thinking through and managing your transition into the organization.

Michael D. Watkins in his book, The First 90 Days, offers the following ten strategies for successfully transitioning into your new role.

1.    Promote yourself

a.    You need to mentally break from your old job and role and accept and extend yourself in your new role

2.    Accelerate your learning curve

a.    Invest in learning and not just the technical side of your job, also spend time learning the culture and politics

3.    Match strategy to the situation

a.    There is no one strategy that fits all situations. Are you going into a start-up, turnaround, realignment or sustaining success situation?

4.    Secure early wins

a.    Get started quickly by picking something that will result in a quick win for you.

5.    Negotiate success

a.    It is important to have a productive working relationship with your boss, to define expectations and to discuss how to work together productively

6.    Achieve alignment

a.    It’s important to align strategy, structure, systems, skills and culture and to identify the root cause of problems.

7.    Build your team

a.    Assess the current team members based on the job that needs doing and build your team

8.    Create coalitions

a.    Authority alone will not guarantee success, you need to learn how to influence those from whom you need support

9.    Keep your balance

a.    You need to create and enforce personal discipline and create a network of advisors

10. Expedite everyone

a.    Why it’s important to accelerate team development, develop high potential leaders, and strengthen succession planning

Successfully transitioning into your new role is critical for long-term success. Becoming successful in that role is a transition, and that takes time and thoughtful action. And remember, the first strategy on the list – promote yourself. If you fail to, no one else will either.

Copyright 2009 Kubica & LaForest