Battle Scorecard

view Cases

  • na Won
  • na Lost
  • £na Saved
  • £na Cost

Get Hiring Right and Have a Nice Day

Thursday, July 19, 2007   

If you’ve ever had a job when you’ve wondered why on earth one or more of your colleagues was hired by the firm, you’ll get this.


The same goes for the increasing number of you who see gaps in the workforce around you, heaping pressure on everyone else. 

Hiring the right people sits - for better or for worse - behind everything that happens at work.   If you're surrounded by the right people, then you can cope with just about everything.  If you're not...... well, you Know exactly what I mean!

Maybe your firm has everything right, but your suppliers have hiring challenges that aren’t helped by the way they go about attracting the right level of talent?  Insofar as your customers’ experience goes, if you can’t deliver something on price, on time, on quality because of a supplier issue, then your supplier's hiring problems are your problems!

How about outside of the workplace?  As consumers I would suggest that everyone who reads this will have experienced what happens when organisations get their hiring right or wrong.  

What about training and day to day management and development of employees you might ask; surely that effects our experience just as much as hiring in the right raw material, so to speak?  Of course it does -  and that training and day to day management is carried out or devised by someone else who was recruited into the organisation.  Everything, for better or worse, can be traced back to a hiring issue - just about.

The one exception would be where hiring and day to day events are dictated by a company owner. 

I’m going to start sounding like an advert for Jim Collins at this rate, but it all starts with the right kind of leadership.  Anyone who wants evidence for the argument that responsibility for ensuring that best hiring practice is followed by the organisation should fall to the CEO / MD, need look no further than the five year research into top performing organisations that Collins’ and his colleagues carried out.

In terms of organisational performance, according to the LSC, 30% of roles are either permanently vacant due to skills shortages, or taken by someone technically incompetent at their job.  Point being, if 100% of organisations in the UK brought their hiring practice into line with the modern labour market, then 3 out of 10 would still be without the people they need, so you might still be exeriencing the kind of problems this article refers to.

However, in my experience, so few companies have yet to take all of the right action on hiring practice, that the opportunity to gain a competitive advantage through people is wide open for anyone who wishes to take it.

Get the boss on board with hiring practice and help everyone to a better experience of your organisation - more likely than not starting with your own!



© Copyright 2007 - please credit where shared or reproduced.


Skip to Comments

Comments so far