Issue link: http://read.dmtmag.com/i/141668
Recruitment & Retention 10 Steps to Superhero Success with Your Outside Hires Being clear on your priorities and expediting your decisions keeps the best management candidate interested in your company. By Jerry Randecker & Chris Sitter There comes a day when the decision is made that a certain box on your company's organizational chart has been empty for too long, and you are through losing market share and profits because of it. Perhaps, at times like these, you can almost see Alfred heading for the blinking red phone in Mr. Wayne's office. Hopefully, your urgency doesn't exceed Gotham City's need for its Caped Crusader, Batman. In case you didn't know, our office is located on Bat Cave Rd. in San Antonio, so it doesn't take a flying leap to think about Superheroes from time to time. We put this article together for those of you who are not content with Clark Kent-type, average to "pretty good" results from your outside hires. When you've got a tough-to-fill, critical role that demands the services of an outside firm, there are several things that you – the client – can do, to help attract Mr. or Ms. Super Candidate. Regardless of how quickly you need your winning candidate on board, we're hopeful the following list of 10 pointers will help almost any mildmannered hiring authority don their figurative cape and emerge with a new level of success applied to some of their more challenging outside hires. 1. Hold an internal meeting with all hiring authorities to review the current position description, giving special focus to the Desired Qualifications and responsibilities. Make any needed edits. Having everyone on the same page regarding the scope of this role – before you even start this process – is a huge plus. 2. Reach out to the search firm(s) you are considering. Have all hiring authorities on that first call. During your initial talk, be sure to clarify base salary range, bonus opportunity details, and what your company will and will not do with regards to relocation assistance for a new manager or executive at this level. 3. Select your search firm, and listen for any suggestions they have on how to further improve the effectiveness of your position description. 4. Once the search is launched and candidates are being submitted, make great efforts to speed the initial candidate review process, ideally responding within 48 hours of candidate submission. This will show a strong candidate that you are interested – and will keep your company on their short list as they consider their career options. 5. The search process is like a tennis match. When the ball is in your court (to provide initial feedback, clarification on "next steps," or the date for a finalist to interview at your facility), see how quickly you can get it back to the search firm's side of the net. Slow response times in tennis will lose you points, or even games and sets. And in the search process, two- to four-week delays could cause you to lose your best candidate. 6. Pay all candidate travel expense invoices speedily. No one likes to get paid slowly, and even losing candidates will remember and comment on their experience with your firm. This is a small industry, isn't it? Remember the Golden Rule on this one. 7. As you provide feedback on submitted candidates, include a couple bullet points on why they are being rejected, so the search firm can accurately adjust their sights in the hunt ahead. 8. Once a finalist is going to be invited for an onsite visit, find a time slot for that interview within one week (or no more than two) from the time they've been given this good news. Also, if the candidate is flying in the night before their interview, it's a classy touch to take them out to dinner. 9. When your hiring team has decided your top finalist will get an offer – create that offer letter within two or three days following the interview. 10. Call your winning candidate on the evening of his/her acceptance, and welcome them to the company. Promptly communicate any temporary lodging and company orientation details. Your new manager/executive should clearly receive the message that they're now part of your team and that you're glad to have them on board! These steps to Superhero Success are all doable. We're not asking you to outrun a speeding bullet, here. But attention to these guidelines will help ensure that the best candidate doesn't take a job with your competition! By following these protocols, you'll also help ensure that even the candidates who don't get the job will speak well of your company. Jordan-Sitter Associates is an executive search firm focused primarily on the heavy equipment industry. Jerry Randecker and Chris Sitter can be reached at jerry@jordansitter.com, chris@jordansitter.com, or 210-651-5561. July 2013 | Construction Equipment Distribution | www.cedmag.com | 65 65_recruit & retain_KP(eb).indd 65 6/27/13 3:07 PM