| I just ended a phone call with a prominent | | | | as those that can do the work are training those |
| underwriting leader in a Fortune 500 insurance | | | | who can't, so things simply aren't being done. |
| company after discussing his future recruiting needs | | | | Solution? Cast a wider net- lest you end up with an |
| over the next quarter. | | | | entire group of people who are scratching their heads |
| Here's what he told me about his current staffing | | | | every time they step into the office. |
| situation. "You know John, we are doing some hiring | | | | A good mix is absolutely essential to business |
| in our department, but we're only filling positions with | | | | success. Don't make hiring decisions to extract good |
| internal people. In particular, those who have been | | | | press-make hiring decisions based on what is best for |
| moved out of there current roles due to our | | | | the organization in the long run. |
| reorganization and economic challenges. So we're | | | | So what should you be doing instead? Assuming you |
| going to be fine for the foreseeable future. " | | | | actually needto hire someone and this whole exercise |
| With current economic conditions, this is quite | | | | isn't just to save some good people from |
| common; very altruistic, to provide a safe haven for | | | | unemployment? (Obviously if that is the sole reason |
| those whose departments have been rendered | | | | for the moves, you won't get disagreement from |
| obsolete, whether it be business conditions, | | | | me. Saving jobs is so very important right now, and |
| redundancy, technology upgrades, etc. But does this | | | | your country thanks you.) |
| always make the most business sense? | | | | Certainly start internally-see who has some potential |
| Actually, it doesn't. | | | | to do the job that needs to be done. |
| I'm very supportive of internal hiring-promotions and | | | | Post the position externally-not just to say it was |
| providing an opportunity for people to take on new | | | | done, but to actually attract great candidates to |
| challenges is absolutely critical for an organization to | | | | compete for the position. |
| remain viable and successful. However, in order to | | | | Ask for referrals from your current workforce-who |
| remain successful, wouldn't you want the best people | | | | else do they know? |
| on your team, regardless of the source? | | | | If the position is critical, or requires a truly specialized, |
| The fact is, either you need to hire someone for a | | | | difficult-to-find skill set, then check in with third party |
| department because that department is screaming | | | | recruiters. Let them know you're also looking at |
| for new talent to keep up with demand for its | | | | some internal people to possibly fill some of the |
| services, or you don't. If you need someone in the | | | | openings, but you want to make the hire the best |
| department, whether it's sales, underwriting, financial | | | | available. |
| analysis, logistics, or whatever other department that | | | | Once you have a slate of candidates from a |
| may have a need, then perhaps a more | | | | multi-pronged approach, interview according to play |
| comprehensive approach may be in order. Certainly | | | | to select your best new hires. In a close race, it's |
| hiring some great people from other departments, | | | | certainly a good move to give the nod to your |
| even if they require some training, is fantastic for | | | | internal candidates-after all, they already know your |
| morale. Not to mention you know the individuals, their | | | | system. But if it's a blow out you may have to make |
| personalities, their commitment to the organization, | | | | the tough, unpopular call, and go with the person |
| so you know they can perform, it's just a matter of | | | | who can impact your department more favorably. |
| developing the right skill set as quickly as possible so | | | | Great hiring is essential to great management-you |
| your new transfers can be up to speed as quickly as | | | | can't grow in your own career without hiring the best. |
| possible. But to blanket your department with the | | | | Be generous, certainly, but be smart-your results, and |
| untrained will most certainly eventually create erosion | | | | your own career, depend on it. |