Saturday, March 10, 2007

The secret sauce of building your team - PART 3

Part 3 in the series on how to build your team focuses on three areas; establishing your hunting ground, choosing your weapons, and defining your tactics.

1. Defining your hunting ground -

In this step you define where you want to hunt for your talent - this "hunting ground" is going the place(s) where you think you are most likely to find the talent you need. For example, if in setting you laser focus on the target, you determine that an advanced degree in widgetology was the key requirement, you'd probably want to hunt in the schools that teach widgetology, or the national association of widgetologists. You should also define where you don't want to hunt - are there competitors, clients or partners you should not annoy by poaching their talent away?? Consider whether the types of folks you want belongs to a professional association, are alum of certain schools, or are bloggers. All these vehicles can be prime

2. Choosing your weapons -

No - I am not talking about guns (thought it would be fun to muse on that). I am referring to which of the various recruitment weapons you would like to employ; Networking, Employee Referral, job board search, niche advertising, diversity recruiting, research recruiting, contingent or retained search... or some combination of these or others. Knowing which weapon to use, as well as how and when to use it is more art than science, and this is one of those places where I have to refer to the counsel of your resident HR person. If, however you don't have one of those, remember this - Of all the weapons to use, Internal Transfers (Promotional or developmental assignments), Employee Referral and network hires tend to have the highest success rates, longest tenures... and are VERY inexpensive ways to go - you should always try to exhaust these two methods before moving on to the others.

3. Defining your tactics -
This is the simplest part of the equation, and the one we most frequently get wrong! The tactics I refer to are how you will actually attack the search. Key decisions like who will be involved in the interview process, how many interviews will be required, how long you let candidates wait, who communicates with them, how and how often.... all the key decisions on how you manage the candidates you search for.... I know that many of those points seem self-evident or perhaps a bit too nitty to focus on , but I can assure you - the tactics you employ in dealing with candidates can derail the best search process and leave you with no talent, no pipeline of candidates, and a bad organizational reputation to boot!

1 comment:

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