Are you Ready for the Year of Hiring: Evaluating Your Company’s Needs- Part 1
When deciding if it’s time to hire, most managers start with a simple question: “Do we have the money?” The process of hiring a new employee has been researched and reported on hundreds of times, encompassing not only the compensation package, but also the time it takes to screen resumes, interview candidates, onboard and train each new hire. While the money conversation may seem like the best place to start, the decision to hire or not to hire, must address a more important question: “Do we have the need, and if so, what specific skills do we need?”
Q1 often brings executive retreats, the adoption of new budgets and over the past couple of years, the resignation of some key employees. Each of these scenarios causes the leadership team to look at the company as a whole, asking the most essential questions: What is our true mission and passion? What are our expectations, both financially and non-financially? Have we reached these goals? If not, what is missing and holding us back? While the immediate answer to these questions is a simple ‘yes’ or ‘no’ they all require senior decision makers to embark on a journey exploring the future of the company.
Regardless of the responses to these questions, the New Year should begin with conversations centered-around creating new goals and outcomes which might include anything from making plans for increasing client diversity or sales mix, to expanding into new markets or acquiring competitors. In doing so, these discussions will require a deeper look at existing processes and practices, most notably, the issue of human capital. Closely examining what has worked in the past, will drive plans for the future. There is no guarantee that current processes will be applicable to the new goals, but asking more questions will help leadership navigate these newly defined directions and metrics.
But what if the answer to Have we met our goals is ‘no’? It’s probably time to investigate the “gap” between the ideal and the actual. It’s time to ask some important, and most likely difficult, questions. What are the systems that affect these goals? Are we as leaders effectively communicating our expectations and equipping our staff with the necessary tools to accomplish them? Where do we seem to be falling short? Input from current staff (both in leadership positions as well as those on the team) is essential at this stage of the game.
In addition to looking at the operational side of “filling the gap”, it’s imperative to look at two equally important factors- hiring and training. Have we as leaders provided the proper training to ensure that every team member has the tools necessary to be successful? Are the current metrics useful? Would the team benefit from expanded training? Are we preparing our Managers to make accurate hiring decisions? Does our staff have a grasp of the latest and most efficient practices? Can we offer opportunities to learn these new skills? Is it time to consider redistributing some of the team’s responsibilities? And finally, is it time to do some hiring?
Making the decision to hire or not to hire, is all about asking the right questions. It also requires the willingness to be honest with ourselves and our staff. Over the past 7 years, these questions have centered on the issue of downsizing and the consolidation of talent. However, 2015 has already seen an acceleration of the hiring trends that started in late 2013. It has been 6 or 7 years since businesses have asked these introspective questions with the prospect of increasing staff levels. As the growth trends continue, some important decision making will be required. We will address these decisions in Part II.
About the Authors
Ken Schmitt is the President and Founder of TurningPoint Executive Search and the Sales Leadership Alliance. Specializing in placing sales, marketing and operations professionals across the country, Ken’s 16 years of recruiting experience have equipped him with the knowledge to serve as a thought partner to his clients for all recruiting, hiring and human capital-related initiatives. Ken sits on the board of Junior Achievement, the American Marketing Association, the San Diego HR Roundtable and is an Advisory Board Member for San Diego Sports Innovators (SDSI).
Vicky Willenberg has served as the Social Media Manager for TurningPoint since 2011. In 2014, she was elevated to Digital Marketing Manager, broadening her participation across all things digital for the firm. A former teacher with a Masters in Education, Vicky is an active and published blogger at The Pursuit of Normal and a marketing professional. She has her finger on the pulse of the latest trends in the recruiting, hiring and leadership sectors.