Welcome to Staff at Will
We all recognize the images you see above. All represent, in one form or another, process-driven efficiency. Despite staffing trends to the contrary, we’ve found that you can’t mass-produce great teams. Many have tried, and many have paid a high a price for mediocre results.
However, quality hiring is a business process: It can be duplicated, and it can be learned. Proven methodologies and best practices exist. And despite those who espouse “gut feeling,” great results can be achieved with striking consistency if you choose to implement a strategic hiring plan that strikes an effective balance between active and passive sourcing techniques and encompasses a holistic approach from role definition through on-boarding.
Let’s just step back for a moment and think this through. From the perspective of both the hiring manager and the prospective employee, there seems to be no logical reason that this process should be so harrying! Yet these are the reports that I get daily, from both sides of the fence.
Why can’t seeking a new position be energizing, exciting and fun?
Why can’t hiring be peaceful, simplistic and easy?
I’m going to go way out on a limb here, but I’ve got the data to back it up. The fact is, the hiring process can be all these things, the problem is, no one ever taught us the rules of the game. That may sound simplistic, but truth be told, most right answers sound exactly like common sense once you hear them.
I won’t try to give you an overbearing, unreadable treatise on “the rules of the game” here on the spot, but let’s clarify a few key points of strategy.
- If the hiring process isn’t all these things for you, then your strategy has a few key assumptions embedded within it that are taking you way out to right field; a few quick tweaks and we’ll have you putting them over the center-field fence.
- Career management, just like hiring, is a business process. If the process is not enjoyable and the thought of making a career move or talking with a recruiter sends shivers down your spine, then we’ve got a broken process and misaligned expectations. Let’s get you a new set of lenses so we can see the process more clearly — and the gaps will be readily apparent.
To candidate and manager alike, the process should be nothing more daunting than skipping through the squares in that kid’s playground game… What’s it called again? Oh yeah, hop scotch.
The right process yields great end results. The wrong process, well… enough said.