People make up organizations. Every organization is a collection of the qualities of its people. Therefore, the height that an organization can achieve is determined by the quality of its personnel. Likewise, obstacles that an organization cannot cross are indicators of the limits of its people’s capabilities. Leadership may come up with the vision and provide initial capital, but it is the employees who will translate the vision into reality and create the value that leadership envisions. Therefore, getting the right people is critical to realizing the organizational vision.
Organizations typically fail for two main reasons: an inability to translate vision into tangible results, and a failure to consistently create value. Both of these can be traced to misstaffing or wrong staffing. It is for this reason that great leaders are very picky about who they bring into their organization. They go to great lengths to make sure they are staffed correctly, knowing full well that once they can get the right people together, taking their organization to the desired height won’t be much of a struggle.
But the hiring mistakes many leaders make limit the achievement of organizational goals. Here are some hiring mistakes to avoid.
Treat recruiting as HR’s business
The HR department in any organization is burdened with employee matters. The hiring process begins with the department, but no business leader worth their salt will allow a department to be solely responsible for recruiting, simply because leaders are the embodiment of the organization’s vision. He knows what kind of people can drive his vision for the organization. While the organizational vision should be shared with key departments of the agency, including HR, the department that will ultimately decide who gets hired and who doesn’t can backfire.
When he was CEO, everyone Google hired was endorsed by Larry Page, the co-founder who was recently recalled by Google to help fend off ChatGPT’s threat to Google’s dominance of Internet search. While Google hired about 4,000 people a year when he was at the helm, Page insisted on approving every employee because, according to him, while he hated bureaucracy, he wanted the company to remain true to his vision amid exponential growth . He added that being involved in the hiring process “helps me see what’s really going on.”
The same goes for Richard Branson, founder of the Virgin Group, who is involved in all senior hiring decisions at more than 200 companies within the group. Branson said he got involved because he wanted to hire people who shared his passion for the business. So he sometimes flies prospective employees to his Necker Island base to interact with them before making a final decision.
only focus on ability
Competence is critical in recruitment. The essence of employing an individual is to be able to perform the assigned function; therefore, it is important to pay attention to the level of competency of the person being hired to ensure his competence. However, if level of competency is the only criterion considered before offering a person a role in an organization, it is overly limiting and can have serious consequences. Attention should also be paid to the personality of the individual. Competence refers to what a person is capable of, while character refers to his content, his true identity. What a man can do depends on who he is. Strong ability but weak character will eventually become a burden to the organization. To test for personality, look for gaps in your resume. If there are some inexplicable gaps in a candidate’s resume that he doesn’t want to talk about until asked, then the candidate may have a character problem. Candidates who exaggerate their abilities may also have character issues.
Character should always be prioritized over ability when hiring people because while skills can be acquired, character cannot. A person’s character is what makes him a real person.
Failing to hire people smarter than you
What kind of people an organization hires will determine its future. So if a business leader fails to hire someone smarter than him, the business will never be better than it is. David Ogilvy, founder of New York-based advertising agency Ogilvy & Mather, said: “If you always hire people who are younger than you, you become a company of midgets. , if you always hire people who are bigger than you, you will become a company of giants.”
Some leaders are reluctant to hire people smarter than them for fear that newcomers will replace them or expose their weaknesses. But great leaders always hire people who have strengths over their weaknesses. If leaders fail to hire people smarter than they are, they suffer from what C. Northcote Parkinson calls injelitis, a development by which an incompetent leader ensures that those he works with are not as capable as he is. Parkinson described injection fever as an epidemic that causes business failure, because as more and more incompetent people are hired by an organization, value creation will diminish until the business eventually dies.
hire people you can’t fire
Nothing can destroy a company faster than emotions. The best leaders are those who can remain objective when necessary, and who can make the best decisions in the best interest of the organization without worrying about whose cattle are being bullied. Great leaders value loyalty without sacrificing competence for it. Great leaders are fair and make sure everyone gets what he or she deserves because they understand that anything to the contrary can lead to favoritism or cronyism. Great leaders don’t hesitate to fire anyone who doesn’t meet expected standards.
Favoritism always causes dissatisfaction among workers and hurts their morale. When leaders are clearly unwilling or unable to punish violations or correct misconduct, employees are less motivated to give their all to the tasks assigned to them. If employees start to realize that some workers are sacred cows that management cannot touch, no matter how incompetent or lazy they are, then productivity will drop and the company will bear the brunt. When an organization finds a way to promote or retain employees who are not doing enough in the system, the message to other employees is that the industry will not be rewarded. This would send the wrong signal to hardworking workers who might decide to vote with their feet.
It’s always a dangerous development when a system houses employees who cannot be sanctioned when they breach agreed terms. Wise leaders avoid this difficult situation by avoiding the recruitment of friends and family who are unwilling to fully consider the terms of the organization when the occasion calls for it.
hire people who are not candid
Former General Electric CEO Jack Welch referred to frankly as the “dirty little secret” in business that, if not developed, can chain organizations to mediocrity. He also said the apparent lack of candor in the workplace was one of the biggest obstacles to the company’s success.
The organizations that consistently deliver good results are the ones of men and women who value candor, who don’t cover the cracks, who dare to call spades by their first names rather than describe them as farming tools. When an organization has established a culture of candor, pretense will run away and issues will be addressed as soon as they arise. The result is a high level of productivity and a high tolerance for opacity.
When a business leader values openness, those who work with him or her can identify where they stand at all times. They know if they can advance, so there are no surprises at the end of the day. This encourages those who are doing well to do more and also motivates those who are lagging behind to improve their performance.
Before adding anyone to your team, assess their candor. To test candor, ask a prospective employee yes-or-no questions and see how he or she responds. If he gives ambiguous or ambiguous answers, he is not being candid enough and may encourage dishonesty in his employment. A man of great candor is almost certainly a man of integrity.
Ignoring key personality traits
Without the right mix of personalities, a company won’t get very far. Before hiring a candidate, there are two key personality traits that should be tested. These are his teachability and perseverance levels.
An educated candidate will be a value adder as he is open to acquiring new knowledge and skills which will make him better at the job. The world is at a point where technology becomes obsolete almost at the speed of light. Therefore, the employee of this age must be someone with an irrepressible thirst for knowledge and learning. To test this personality trait, ask questions about where and what he learned, the books he read, and the seminars and conferences he sponsored himself. Let him also talk about how the acquired knowledge is used in his place.
Organizations of resilient people don’t buckle under pressure. They stay afloat until the tide is in their favor. This is because those who deal with such organizations are determined to succeed no matter what. They are so determined to achieve the goals they set that obstacles mean nothing to them. Therefore, when recruiting new employees, it is important to look out for those who can persevere to achieve the desired results. To test perseverance, ask questions about the most difficult task the candidate has ever undertaken and how he turned it around.
the last line
People decide the fate of the organization; being the best keeps the organization alive.
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