Hiring and Retaining Top Talent Blog

And all the skills that go with that title.

One day we are just hard working individual contributors and all of a sudden the next day we are hiring managers. One day we know little about managing others and the next we are expected to be competent hiring managers. It is as if with that title comes all the skills, abilities and knowledge we need to be effective.

The truth is we are generally only as good as the people that were our hiring managers. That is where most knowledge comes from. If we had tough, hard, non complimenting managers we often emulate that style. On the other hand, if we had compassionate, open, motivating managers we tend to emulate that behavior. How we hire is no different. It is thought that the moment we become hiring managers along with that title comes the skill and ability to be great interviewers. The facts don’t change from the previous example. We learn how to hire from those that hire us. We get our questions from those that interviewed us. So if those people are incompetent interviewers, lack the skills in hiring top talent  the mantle is passed on to their team. This mantle is passed on from generation to generation like the family jewels. I believe it can probably be traced back to Moses.

Few companies invest in training their managers on “How to properly hire.” This became clear to us when we did our research study to come up with the “10 Biggest Hiring Mistakes Companies Make.” They don’t invest any resources educating new managers on the best way to interview, how to properly define a position, and how to assess candidates. I have never seen that requirement on a job description or a competency test on these before becoming a hiring manager. Companies will spend lots of money reimbursing education expenses, spend money on skills training programs and legal issues, but when it comes to ensuring your team can  attract, hire and retain top talent the resource well dries up.

Companies would do well to consider some specific actions every hiring manager must go thru prior to moving into management. This includes even when hiring a new VP. As part of the assimilation process a class or two on how and who to hire would bring a high ROI to the company.

For example, requiring every manager to attend specific classes on hiring, required reading prior to becoming a manager, continuing education classes offered by the company and given on company time, a minimum number of education hours a year around leadership and hiring linked to their bonus. Can you imagine the quality of people and leadership within a company that did just a few things a year with the key players in the company. Hiring top talent doesn’t come naturally and it sure doesn’t come with a title. It is a skill. No different than any other skill. It requires education, practice, mentoring, learning from mistakes and on-going support system to become great.

Let us know what you think is important to know when hiring? Have you read any books you think should be required reading as a hiring manager? What classes have you taken that made you a better manager?

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