1. Are You Hungry To Find Top Talent?

Health experts will tell you that you should never walk into a grocery store when you're hungry. Why? Because you're bound to walk out with a lot more than you need. It might seem counter-intuitive, but we've all been there. When you're dying to grab something to eat, those packages seem like they're screaming from the shelves. You've got a deep, sudden craving - for everything. And so, giving in to the urges, you grab a few boxes of this, and a couple more cans of that. Sometimes, they're foods you wouldn't even normally want, and won't end up eating until the next time you've missed a meal.

Even worse, you're far more likely to pick up junk food than you are to choose food that's nutritious. Your body, still programmed to hunt for berries and run from mammoths, sees your hunger as a threat of oncoming starvation. Its natural response is to ask you for foods that leave you with some reserves to spare. More often than not, that means ice cream, sausage pizza, or a good old bacon cheeseburger. Believe it or not, this is actually a fantastic analogy to the art of hiring.

2. What Are Great Managers Doing?

After taking a good look at how the best managers find their top performers, I've come to realize that the secret isn't in the where; it's in the when. And the answer, for those who truly want to hire top talent, is always. That's because looking for a new employees is a lot like looking for new customers. If you're always doing it, then you stand a pretty good chance of always having somebody new with which to work. But, if you wait until the last minute - when your stomach is growling and you absolutely have to make something happen - then you're likely be disappointed.

One reason is the time available. Searching for a new hire when you need someone means doing it quickly; there's less time for scouting and interviewing than you might otherwise devote. Another more important factor is pressure. The worst time to find a new employee is when you need one, because every day that you don't have somebody means lost sales or decreased productivity.

So the tendency in that situation is to hire the first person that seems at all close to what you're looking for, just so you can get the position filled. With that in mind, don't think of recruiting as something you do quarterly, periodically, or when you have a job opening. Train yourself to do it constantly. Even if you can only devote an hour a week to looking for fresh faces, start doing it. It doesn't matter how many openings you have, or how many you don't. Just make a point of getting out there to look for top talent.

3. Where Do You Find Top Talent?

One obvious place to look is within your own staff. People tend to know other people who are a lot like themselves. In fact, if you think within your own circle of friends, I'd be willing to bet you can think of more than a couple that share a similar background, experience level, and work ethic with you. It's the same with your staff. If you have a good team, and need a few more just like them, asking them for referrals is a good place to start. In the same way, your customers can be a good source of new names. If you have worked with someone for many years, and trust their opinion, why not ask if they know someone?

4. Should I Hire Retreads?

You could also check out your competitors. In many industries, it's not uncommon for companies to bring in retreads, that is, sales or customer service people coming from other firms in the same industry. Be careful! On the surface, hiring them makes a lot of sense. After all, how can you do any better than somebody who already knows your industry, product, and territory? Lots of managers, having these thoughts, will hire their competitors' staff with a lot less scrutiny than they'd give somebody off the street. But more often than not, this is a mistake. When someone, especially in sales, decides to find a new employer, you have to ask yourself why. A superstar salesperson at any firm will already be making a lot of money and have a pretty big customer base. So why would they want to change that?
Granted, there are some legitimate reasons they might look to make a move.

5. Pay Now Or Pay Later!

I meet lots of managers who avoid, or outright refuse, to hire people that come to them through headhunters. They figure that after the headhunters' commission is figured in, these people will be too expensive. On the one hand, I'm inclined to agree. Everybody knows that middlemen increase costs, and it's no different with labor than anything else. However, I would point out that the right person is the right person, regardless of how they come to you. The best thing you can do for yourself is to bring in top talent, even if it costs you a little more. I just want to point out that you're much better paying a decent salary and a headhunter's commission than you are hiring the wrong person, paying them a salary and benefits while they don't work out, and then going through the whole thing all over again.

6. New School vs. Old School.

These days, the Internet can be another great source of new hiring leads. Sites like Monster.com and CareerBuilder.com are virtual clearinghouses of new talent, as are the hundreds of local community pages and job boards. Of course, the downside of any kind of online search is the high number of responses - mostly from people who aren't qualified or a good fit - that you have to go through to find suitable candidates. Still, the same caveats apply to traditional off-line methods, like newspaper or magazine ads, and at least you can narrow your criteria online. Regardless of where you place an ad, whether it's online or offline, know that it's a game of percentages. In other words, you're probably going to spend a lot of time sifting through the responses before you find the person you're looking for. Besides, these are just the obvious places.

As I mentioned before, the best managers are always looking for fresh faces. That means that they've got their eyes open all of the time, even when they're away from normal recruiting channels. For instance, one manager I know hired a performer he saw at a local theater production. The young man showed great delivery and instincts throughout his performance.

Toward the end, the supervisor thought, "Wow, this person could be great in sales." So, he talked to him after the show, and the rest is history. Another hired her package deliveryman to work in her customer service department, because she recognized in him a talent for dealing with people. These are just a couple of examples, but the point is that you run into potential superstar salespeople or customer service agents in your everyday life. The problem is, you're not thinking about hiring, so you don't notice them. Then, when the time comes to get somebody, you're starting from scratch. You always have to have your eyes and ears open. Your campaign to find top talent should be ongoing.

7. Always Keep In Touch With Top Talent.

You should be looking for talented employees all the time, even if you don't have any openings, or don't expect to have any in the near future. It's better to have one or two superstars on staff, even if you haven't figured out a permanent place for them, then it is to need one urgently and settle for hiring a warm body.

If you don't have that luxury, then you should at the very least keep a file of candidates that you think might be great for some spot in your company or department in the future. You don't have to take a great deal of time with it, just keep growing your list and check in with people from time to time and see what they're up to. By giving it that small bit of effort, you can jump way ahead of the curve when it comes to filling open jobs with the most talented people around. Having an ongoing recruiting effort is something that pays huge dividends over time.

To see how, just imagine that tomorrow morning one of your very best employees said they were leaving. Now imagine, instead of feeling stressed and wondering how your department would survive without them, you feel the security that comes from having three or four really strong candidates ready to take their place. That's the power of continuous recruiting, and you should have it working for you and your company.

Carl Henry is a sales and customer service coach, keynote speaker, and webinar presenter. He is the author of several books on sales, customer service, sales management, presentation skills and hiring top talent.



Article Source: http://EzineArticles.com/?expert=Carl_C._Henry

Recently, a client asked me; "What is the single biggest competitive challenge your company faces?" I thought for a moment and then answered, "It is the pervasive negative perception of executive search and the tarnished reputation of the executive search business."

Candidates tell us they feel treated like commodities and traded for a fee. Line managers frequently comment that search firms rarely have real knowledge about their business, their industry and/or the commercial issues facing their industry or company. What's more, the person who sells the assignment is often not the person who does the work. Line managers, HR professionals and candidates all perceive a general unwillingness by search consultants, including those from the big firms, to invest the time and energy necessary to really understand the client's business. As a result, positions are not really as represented and candidates are not as expected. The relationship of trust between clients, candidates and recruiters is damaged.

The feelings of clients and candidates applies to all types of search firms, retained as well as contingent; and all sizes of firms, large brand names and small boutiques. Many of the metrics typically used to evaluate search firms have little bearing on the quality of future service provided. A long list of prior assignments is no guarantee of future performance. Standard selection processes such as beauty parades, preferred provider lists and placement history may be convenient and easy to use, but they are, at best, poor measures of future service quality or assignment success. What should line managers, their HR partners and candidates expect from executive search firms?

The only way to establish trust is for clients and candidates to experience a quality search process. And that requires time, energy and commitment on the part of everyone involved in the process. So how does one identify a quality search process?

A quality search process begins with knowledge about the client and a commitment to client service. This means line managers and HR professionals need to find executive recruiters willing to commit the time and intellectual capital to get to know and understand the client's business and company. Specifically, they need to find search consultants who will do fresh research on the industry, the manager's line of business and competitors.

HR professionals should remember that when a recruiter says, "I know the market," he or she often means, "I know some people in your business." It does not necessarily mean, "I know and understand your business and the challenges and issues you are facing." Nor does it mean the consultants are willing and able to obtain the knowledge and understanding required to effectively complete an assignment.

A quality search process requires clarity about what the client really wants and why. In our experience, it takes a number of thoughtful and probing conversations to fully explore the scope of what a client wants from a particular role. This requires both time and effort on the part of the line manager, HR and the search consultant. This is not easy, but it is very important because, to get the search right, you have to get what the client really wants right.

The search consultants must be able to write a document which clearly articulates knowledge of the company, clarity about the position, understanding of the culture of the company and the specific performance expectations of the client. Putting the scope of the role down in writing, allows the line manager and the HR partner to be sure the search firm understands what is needed. It also allows everyone involved in the process to clarify any ambiguity, carefully consider exactly what they expect from a position, and resolve contradictions between the expectations for the role and the specific measures of success. A quality recruiter should be willing and able to do this before the search begins.

HR professionals will know this is done properly when the line manager, as well as everyone else involved in the hiring process, can read the final document and say, "This is exactly what we want and if you bring us someone who fits this document we will hire them." Potential qualified candidates should react to the document by saying, "I know exactly what they want to do, why they want to do it, what it takes to do the job and how performance will be measured. This document is clear and specific."

Most clients and candidates experience the process of executive search as bumpy and chaotic, which leaves everyone feeling uncomfortable. Many recruiters stumble from candidate to candidate, working their existing network of contacts or some internal database. When these efforts lead to dead ends, the search grinds to a halt. Both clients and candidates are left to question the value provided by the recruiter.

Quality search consultants understand that a strong search process has structure for the search firm and transparency for the client. It allows the client-both line manager and HR professional-to have timely input, provide valuable guidance, help steer and direct the search, and ensure a successful outcome. It requires a team effort. Any issue, confusion or misunderstanding must quickly surface and be resolved. Lack of commitment and engagement by the client is the best way to ensure poor search results. A well-defined process with clear benchmarks and deliverables at each critical step is the optimal way to keep an assignment on track towards success.

There is a point in a search process where focus shifts from the client to the candidate. Culture and chemistry are why a candidate succeeds in a given position. The candidate with the best cultural fit with the company and ease with the style of management will be most likely to succeed. It is always a mistake to place any candidate, who is not a good fit for the company, the manager and the role. And these concerns are just as important for any candidate.

When it comes to candidates, we are in the business of dreams, aspirations and ambitions. If we can match these dimensions with the strategic and tactical objectives of a client, the results are always powerful. Consequently, our focus is on developing a holistic view of candidates, in terms of their lives, not just their professional interests. We also caution candidates, that if for any reason they hear a little voice telling them that something is not right, to tell us. The process stops until that voice is carefully heard.

Fees are probably the most volatile issue. The rage clients feel is profound. They become angry when they have paid an entire fee upfront only to have the search drag on for months with few quality candidates and sometimes no placement. Quality search consultants get paid as they perform. They believe clients should not pay full fees for assignments that are not completed. Honest and fair dealing is important for both the client and the search consultant.

On the other hand, when the circumstances of a position change, clients must be open with the search consultant and the candidates about the change and the reason for the change. Problems and issues with the role or the company need to be disclosed up front as the assignment begins, not once the candidate joins the firm. Many search consultants feel angry when clients and their HR professionals try to hire candidates presented behind the search firm's back, attempt to renegotiate fees and/or reinterpret retainer agreements after candidates have been hired.

Clients should be charged for work performed based on agreed objectives and benchmarks. In return, clients and their HR partners have an obligation to work openly, honestly and diligently with their service provider to facilitate the completion of the assignment.

There are many good professional search firms dedicated to quality service and strong client relationships. Clients should be open with these firms, share issues and concerns, allow these firms to help them and, finally, let them demonstrate the level and quality of service they can provide. We want relationships with its clients. This means we will do what is right and best for our clients, and we hope and expect that our clients will do the same in return.



Article Source: http://EzineArticles.com/?expert=Francis_Goldwyn

Tradition has it that conflict is bad; it is something to be avoided.

The culture of many organizations implies explicitly or implicitly that conflict should be suppressed and eliminated. It is common for managers to perceive intra-organizational conflict as being dysfunctional for the achievement of organizational goals. Most of us still cling to the idea that good managers resolve conflict.

Current thinking disputes this view. In the absence of conflicting opinions, harmonious tranquil work groups are prone to becoming static, apathetic and unresponsive to pressures for change and innovation. They also risk the danger of becoming so self-satisfied, that dissenting views - which may offer important alternative information - are totally shut out. In short, they fall victims to a syndrome called "GROUPTHINK"

In a study of public policy decision fiascos, I.L Janis identified "GROUPTHINK" as a major cause of poor decision making. As he describes it, 'groupthink' occurs when decision makers who work closely together develop a high degree of solidarity that clouds their vision, leading them to suppress conflicting views and negative feelings about proposals, consciously or unconsciously.

A manifestation of the groupthink phenomenon is the staggering irrationality which can beset the thinking of the otherwise highly competent, intelligent, conscientious individuals when they begin acting as a group or team.

EFFECT AND SYMPTOMS OF GROUPTHINK

The net effect on the group is that it overestimates its power and morality, it creates pressures for uniformity and conformance, and its members become close-minded, living in ivory towers. Some manifestations are the illusions of invulnerability and the encouragement to take great risks and to ignore the ethical or moral aspects of their decisions and actions.

This author has witnessed close-mindedness on the part of several managers which then permeated their teams. One project manager took this to the extreme and in effect defined his environment as consisting of two kinds of people, either "friends" or "enemies" - The "you are either for me or you are against me" syndrome.

The friends were people who completely agreed with his favoured solutions and supported his project. All others were enemies.

Soon his entire project team was echoing similar sentiments having fallen victim to "GROUPTHINK", resulting in unbending positions, heated arguments and subsequent lack of respect for anyone who disagreed with them; the ultimate consequences can easily be guessed.

The symptoms of groupthink include:

(i) An illusion of invulnerability that becomes shared by most members of the group.

(ii) Collective attempts to ignore or rationalize away items of information which might otherwise lead the group to reconsider shaky but cherished assumptions.

(iii) An unquestioned belief in the group's inherent morality, thus enabling members to overlook the ethical consequences of their decisions.

(iv) Stereotyping the dissenters as either too evil for negotiation or too stupid and feeble to merit consideration.

(v) A shared illusion of unanimity in a majority viewpoint, augmented by the false assumption that silence means consent.

(vi) Self-appointed "mind-guards" to protect the group from adverse information that might shatter complacency about the effectiveness and morality of their decision.

Not very surprisingly it has been suggested that individuals most susceptible to groupthink will tend to be people fearful of disapproval and rejection.

Conversely, an outspoken individualist who freely airs his views and opinions, if trapped in a groupthink situation, runs the risk of being ejected by his colleagues if he fails to hold his tongue.

GROUPTHINK SITUATIONS

THE DOMINANT LEADER

Firstly, because the CEO [or the "Boss"] dispenses all favours, his biggest problem is to avoid being treated like God. Secondly, the "Boss" must avoid thinking that he is God.

Indeed, in many organizations, it is not easy to contradict or argue too vigorously with the boss.

Even when managers feel that they know more than a superior, they may suppress doubts because of career considerations.

Fear, respect for authority, and even admiration may make sceptics hesitate when confronted with a confident CEO or dominating superior. This is less of a problem if the leader acts in the organization's interests, possesses requisite soft skills, and has strong ethics and cognitive capabilities to make decisions.

However, if a leader does not force serious questioning, he or she will sometimes make mistakes and errors of judgement. Colleagues will become "yes-men", and groupthink will take over decision making. And the dominant CEO may not discover his or her mistakes because fearful employees withhold information.

What can lower-level managers do about the boss who has lost touch with reality and seems to be driving the organization in the wrong direction?

One can adopt three different strategies:

(i) "Exit" (Leave the organization)
(ii) "Voice" (attempt to force changes from within)
(ii) "Loyalty" (accept things the way they are)

Each individual can evaluate the risks and benefits of each strategy.

However, if the organization is really on the wrong track, true loyalty requires an attempt to communicate one's reservations and concerns to the leader.

How can a confident, independent CEO avoid the pitfalls and temptations of absolute power? The obvious (but difficult) answer is to make sure that power is never absolute, and surround oneself with other confident, independent people, and encourage dissension and debate on every decision.

In his autobiography 'A Soldier's Story' General ON Bradley has exemplified this aspect in the decision-making style of General George C Marshall, Chief of Staff of the US Army in World War II, a dominant leader who was instrumental in the Allied Victory owing to his resolute management of the entire war effort. "Gentlemen, I am disappointed in you. You haven't yet disagreed with a single decision I have made," he told his staff after one week in office. "When you carry a paper in here, I want you to give me every reason you can think of as to why I should not approve it. If, in spite of your objections, my decision is still to go ahead, then I'll know I am right."

Rather than search for views that might reinforce his own, a CEO should seek contrary opinions to avoid groupthink. Some suggest using devil's advocates for all major decisions by assigning some individuals in all groups and teams to argue against the dominant view.

PARALLEL POWER

This is a "groupthink" situation in which individuals or groups low in the hierarchy are powerful enough to do what they want, even when contrary to organizational objectives. Such power may be based on specialized expertise or privileged access to information. Parallel power can lead to groupthink in two ways.

Firstly, senior managers may accept ideas from lower-level managers that are not necessarily in the organizational interest, either because they have insufficient information to ask the right questions, or because opposition would not seem legitimate.

Secondly, top managers may make decisions without all the necessary information because subordinates do not provide it due to vested interests arising from misplaced loyalties to a limited function, department or team, rather than to the organization as a whole.

Such situations can be mitigated by ensuring that managers rotate between different units and positions.

NATURAL UNANIMITY

When everyone in power instinctively shares the same opinion on an issue, the wise manager should be wary. Natural unanimity groupthink results in an inward-looking organization detached from its environment.

Escape from this predicament almost certainly requires a fresh perspective that can come only from outside, by hiring new managers or appointing outside consultants.

A CEO may lay overemphasis on staff - line cooperation in the belief that the easiest way to ensure implementation is to recommend only those actions that the line managers agree with. But this is not necessarily useful to an organization and may lead to mutual admiration and, ultimately, 'natural unanimity groupthink'.

The effectiveness of staff - line dichotomy depends on maintaining a certain tension between the staff and the line managers. When the tension disappears, the staff may not be doing its job.

CONCLUSION

The key element in any strategy for avoiding groupthink is to instil checks and balances into the system. Formally, this can be achieved through cross-functional teams, staff advisers, external consultants, or procedures like "devil's advocacy".

Informally, managers must learn to tolerate dissidence, criticism, contrary opinions, discussion, brainstorming and debate and encourage their colleagues to express doubts about proposals. Propositions from various parts of the organization need to be treated transparently, equitably, and consistently, to avoid groupthink.

In a nutshell, for effective decision making, steer clear of yes-men, ego-massage, sycophancy and groupthink.

VIKRAM KARVE Copyright © Vikram Karve 2009 Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.

Vikram Karve, 52, educated at IIT Delhi, ITBHU and The Lawrence School Lovedale, is an Electronics and Communications Engineer by profession, a Teacher by vocation, a Creative Writer by inclination and a Foodie by passion.

An avid blogger, he has written a number of fiction short stories and creative non-fiction articles in magazines and journals for many years before the advent of blogging. His delicious foodie blogs have been compiled in a book "Appetite for a Stroll".


Article Source: http://EzineArticles.com/?expert=Vikram_Karve