November 7, 2005
Recruiting Best Practices- Summary
I just completed three very long posts that describe what I believe are best practices to
- Determine what characteristics to recruit for if you are seeking “A” caliber employees,
- Manage the process of recruiting them, and
- Ensure that you are set up to attract, retain, and motivate them.
please send me comments if you have suggestions for improvement on any of them.
Now What? 
Nick Gray said,
November 12, 2005 at 9:56 pm
Hi, I really enjoyed reading your posts on hiring. Can you recommend any good books on the subject? Any hiring advice for small business would certainly be appreciated.
scottmaxwell said,
November 13, 2005 at 12:19 pm
Nick,
I read a lot of books and am constantly looking for good ones on various topics. I have not seen one on hiring that resonates with me. That said, they may be out there. Sorry I could not be more helpfull.
Scott
Now What? » How Can David Beat Goliath?- Strategy #3 Create the Scope Advantage! said,
November 19, 2005 at 7:19 pm
[…] Set your company up with as small a staff as possible. What, a small staff? Yes, as small a staff as possible full of truly “Aâ€? caliber people will allow you to focus your time (less management) and their time (less communication overhead) much better than a large staff. (Note: I am not saying not to hire for positions that you must have, just that you are better off with as few people as possible.) […]
Now What? » Attenuate Goliath’s Management and Employee Strength said,
November 23, 2005 at 9:24 pm
[…] The best way to attenuate the strength (as well as possibly create an advantage) with respect to the other employees is to hire a very talented “A” caliber staff into your company that know how to establish the processes you need. Some thoughts: […]
Now What? » How Can David Beat Goliath?- Strategy #9: Execute against Execution! said,
December 21, 2005 at 5:58 pm
[…] Right people. I have already posted on the topic of recruiting best practices for hiring “A” caliber people. There are two additional thoughts that I would like to make here. First, if you want to get something done quickly, you need to hire a person that both knows how to do it AND has done it before successfully. Additionally he or she needs to be passionate to do it again (not people who have read a book or watched someone else do it, but rather people that have managed the activities that you are trying to set up). Even better, if you can find people who have both set up and managed the activities before, you will have much better execution as the skill to set up the group in the first place is much different than the skill to manage a group once it has been set up! For example, if you are developing a database application on SQL server in C++, getting a person that has been developing successfully in SQL server and C++ makes sense. Likewise, if you want to start a telesales group, getting a manager that has been highly successful setting up and managing a telesales group makes sense (rather than hiring a field sales manager to manage telesales). This is a simple point, but not followed as closely as I would expect. Second, you need to hire people that fit with the culture that you are trying to set. Either you need to hire experienced people that have the culture, or you should hire entry level people (”A” caliber!) directly out of schools and train them into your culture (this is the best long-term approach in my view, especially if you supplement the entry level people with the managers that have the direct experience. However, it will be less effective in the short-term, so you need to determine the trade-off you are willing to make). […]
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