The ‘Leadership 101’ is a series of leadership training articles. We started this knowledge base with the goal of bringing different leadership perspectives from all corners of the web into one easily digestible format. In this series we will be looking at HR industry best practices and trends; in an attempt to keep you informed, while adding to your leadership arsenal. In an attempt to keep this forum open we would like to invite you to provide feedback here or through our@Hire4Impact feed on Twitter
So we’ve all heard about the looming talent shortage. Perhaps people are being confused by the term ‘talent shortage’. It almost sounds like there are no more candidates out there… which, if you take it from us, is not entirely true. The talent shortage is not due to a lack of candidates. It is the lack of ‘qualified’ candidates with the required experience that is causing the shortage. This is especially true in high-skilled, technical positions. In today’s difficult climate, one of two things is happening:
- Companies are not willing to pay the salaries demanded by the top-tier talent (especially at the corporate level); or
- Not willing to take the time and money to identify and develop high-potential candidates.
Perhaps organizations should consider a strategy where they hire for attitude and then train for skills. This training should not be a costly endeavor because most of (if not all) the resources are already available internally. Furthermore, this notion compels companies to continue training their talent – a necessity in today’s work environment. In many cases filling a full-time position isn’t always possible. If this is the case, contingent workforces are a viable option because they are cost-effective and flexible. The decision to combine external and internal talent sources needs to meet current and future needs, so it is up to your talent acquisition leaders to carefully examine the talent pipeline.
Herein lays the question… How do you hire for attitude when (according to Mark Murphy, author of Hiring for Attitude) 89% of new hires fail for attitude and for skills?
In order to find the right candidates, companies need to ask more of the right questions. For example – “What are those unique attitudinal characteristics that set our company apart from everybody else?” or “Who succeeds and fails in our culture?”
All of this information can be easily retrieved using internal assessment tools. Knowing the answers to these questions will help organization better understand their own culture and attitude. Once you have identified your organization’s culture, it will be easier to recognize those candidates that exhibit those traits. It’s also important for hiring managers to move away from the traditional and ever-so-cliché “Tell us about yourself” or “What are your strength and weaknesses?” questions. These questions don’t unearth any new information about the candidate that you haven’t read on their resume. If anything, these questions may cause you to hire the wrong candidate because they ‘wowed’ you for a brief moment. Your hiring practices should always focus on the bottom-line impact or what we at VisionSpark call: Hire4Impact.
If you would like to learn more about effective hiring practices, engaging your workforce, or terminating problematic employees – join us at our next Hire4Impact event on Friday, February 15, 2013.