People are the lifeblood of your organisation
I believe that it is always the simple option that delivers the best results. To this end I think that leaders therefore have only three main functions in any organisation or company.
To set and measure standards of performance by finding keeping the best possible staff that can support the vision you have set for the organisation. All three of these functions are simplified and will be turned into long term sustainable success if you ensure that you fill the organisation with the right calibre of people. It then becomes obvious that becoming a powerful recruiter and retainer of good quality staff is one of the most important roles any great leader must possess. The success or failure of any leader or organisation is dependent on the people within the organisation, thus filling your teams with the right people must be approached with finesse and deep thought.
You can look at any recruiting drive as an opportunity to discover people that are an ideal match for any position within your organisation. The best way to start is to first create a very clear picture of what the perfect person for any position would look like. Carefully define their characteristics, skills, knowledge and most importantly what attitude they must have. You can never know if someone is suitable to fill any position unless you have created this crystal clear picture of what you are actually looking for.
You must clearly define the following areas:
- What outcomes is this new staff member responsible to achieve? What skills, knowledge or specific attributes will they need to achieve these outcomes?
- What measurement criterion will you apply to consistently measure their performance? They must have a clear vision of what is required of them and they must be able to measure their performance as often as possible to see if they are on track.
- What is the current culture within the organisation and what attitude and attributes must the new person possess to fit in with the current people.
The best way to start this process is to first write a very detailed description of the outcomes you want this person to achieve. The more detailed the description of the job requirements, the easier it will be to identify the right person to fill that position. This allows you to get clarity on exactly what you need from this new person and allows you to define how you will measure the performance of the person that will fill that new position. This detailed description is in effect a clear outline or road map for the new person; they will have a clearly defined framework about their job requirements and your expectations. Once you are clear about exactly what this person will need to do, it is wise to then define the type of attributes, knowledge and skill this person must possesses to carry out these tasks every day. This definition must carefully consider the current people within the organisation. The new person must have the right attitude and mind-set, to fit in culturally with all the existing people within the organisation.
Unless you know exactly what you are looking for in the new person, it will be impossible to find the right person. It is always far easier to invest time into clearly defining what you want from the new person and getting exactly the type of person that you need, than it is trying to retrain and mould the wrong person after you have hired them. When you fill your teams with the right people that possess all the right attributes to meet the needs of the organisation, everything just works and everyone does what they need to do to promote success within the organisation. It is far wiser to recruit the right people in the first place than it is to try to change the wrong person after you have hired them.
When you have a clearly defined picture in your mind about exactly what you are looking for in any new employee you are equipped to start searching for them and when they show up, you will be better equipped to know they are the right person for the job.