and Boards Do… When It Comes to Their Hiring Practices….

By Julie Adamen

Ever wonder why some firms attract top talent, and keep them, while other companies seem to run in circles, perpetually in crisis mode and always short on staff? It’s actually pretty simple. The smart executives know that there will be turnover, and that their business will grow. They also know the market for qualified staff is shrinking and they must have a system for attracting, interviewing and managing their human resources. They are continually proactive, not reactive, in this process. Here are some of the Best Practices used by successful management company executives and others when looking for top staff:

Search

Smart Executives rely on many sources. Newspapers, websites, networking, their own employees, even (!) search firms. Smart executives understand that competent, educated professional managers are at a premium, and the net must be cast wide and far to find the right folks to manage their property(ies).

Smart executives are flexible. Hiring someone who has never managed associations, and putting them in to management positions (with some training) – at decent salaries – right away is becoming more and more commonplace as our pool of experienced managers shrinks.  The flexible executive knows that what we do isn’t rocket science, its people and communication skills, and if the candidate has the knack, almost everything else can be taught. More and more, clever and resourceful executives are looking outside of our industry for managers. One firm hires ex-ministers. Others from the hospitality industry. Many search widely in heavy customer service oriented businesses: retail, grocery, and banking. Others look for Moms coming back to the work force – knowing if they can handle small children, Boards should be a snap! Smart execs know the industry is growing by leaps and bounds and they’d best look beyond our own backyard for talent. 

Smart executives are always on the lookout for managers – and interview them – even if they don’t need them right now.  In my business, I have two types of clients: Those who are continually searching for and interviewing managers when they become available and those who don’t.  Those who don’t continually search for managers wait until a crisis happens and now they need someone yesterday. – Which can lead to reactive “desperation hiring,” meaning that anyone who can fog a mirror gets the job and lasts usually for less than a year. If this sounds like your company or association, remember: Employee turnover costs the company between 4 and 6 months of that employee’s salary when you factor in loss of productivity, search time, training, lost executive time and the like. 

Smart executives continually review their compensation packages (and compare them to others) to make sure they are competitive.  They know that to attract top candidates, they must be current on what similar companies or associations are paying for like positions.  This is often an issue for large management companies that rely on a full Human Resource division, because the HR folks usually are so busy doing the functions of finding staff, as well as dealing with internal company issues that they have little knowledge of what other firms are doing in terms of remuneration. Savvy executives make sure their HR staff if fully briefed by those in the company that are “out and among ‘em” on competitor’s compensation packages. (Note to you few companies left paying only one week’s vacation per year to new employees, seasoned or not: You are behind the curve and your policy made need updating to be competitive).

Smart executives know how to make their firm or association a more desirable place to work, and understand that the candidate making a choice between their firm or association and another can be tipped one way or another by some very basic – and often overlooked – things. Things like outdated computer equipment on everyone’s desk or half dead plants in the windows. I had one candidate refuse a position because interviewing executive’s office reeked of cigarette smoke. Sharp execs understand the little things, as well as big ones; can make their firm a more desirable place to work.

Interviewing

Smart Executives have job descriptions available at interview. For many companies, job descriptions are a still novel concept, something they just haven’t gotten around to yet.  I know that when I started managing (back in the day…) we said, “The management contract IS the job description.”  Well, no, it’s not.  Job descriptions give the applicant – especially a savvy applicant - the knowledge of what they will be asked to do, who they will report to, what their hours are going to be, and what the company or association expectations are. Heads up, executives – it also makes you and your firm or association look and be more professional and desirable.  Smart managers look for job descriptions. Sharp executives have them.

Smart executives have full benefit information available in writing at interview.  Another time saver – having full benefit information for the candidate’s review right there at the interview. It’s just another way for your company or association to look and be more professional. If your package is good, it’s a selling tool for your firm.

Smart executives understand that the interview exchange should be about 50-50 Smart executives know that if they do all the talking, they’ll glean very little about the interviewee’s skills and abilities. They know that an interview is an exchange of information, and that they are sizing up the candidate and vice versa, and that process cannot be completed if it’s a one-way flow of information. (I cannot tell you how many times I have had candidates come back from interviews and tell me that the interviewer did all the talking. And they got hired! Maybe because of their good listening skills….).

Smart executives understand it is very important to give feedback to their interviewees. They know they need to get back to the candidates, as soon as possible, even if it is bad news because they understand how important their feedback is to the candidate. They understand that a very big portion of that candidate’s life is hanging in the balance, awaiting that feedback or decision. Smart executives also know that procrastinating contact with an interviewed candidate (especially a desirable candidate) could mean the loss of that person to their competitor.

Hiring… or not

Smart executives don’t drag their feet when making hiring decisions. There are only two types of executives: The quick and the ones who aren’t and are thus managing 18 accounts and a staff. The latter isn’t productive for the executive or the company.  It’s also very hard on the candidate. But probably the worst thing is that it makes the company look like it doesn’t have its act together and can’t or won’t make a decision, thus making it a less desirable place to work. If you like them, hire them. If you don’t, cut them loose.

Smart executives are creative. And they know that to get the folks they want they may have to negotiate a bit on things like vacation time, on benefits, or start dates. Those execs know they have to be focused on the big picture of getting good employees, and not stuck on “this is the way we’ve always done it,” or worse, “If the other employees find out, we’ll have a mutiny.” The latter is an internal problem and not one that should stop executives from making hiring decisions. The dog DOES (or, should) wag the tail.

Smart executives put their offers in writing. Professional offer letters not only protect the firm or association, they make that firm look and be more professional, and they also give the candidate a feeling of security when contemplating the offer. In my experience, written offers made to candidate’s speed up the acceptance by hours, or days.

Smart Executives treat their potential employees the same way they treat their potential customers: With respect. Respect for their time, their experience, and their willingness to interview. Because smart executives know that candidates for employment, who may eventually become their employees, are their firm’s sales force.

In this market, the savvy executive knows that they must be proactive, resourceful, creative and flexible in procuring personnel for the inevitable turnover, as well for their growing businesses. They understand they must be very current and competitive when it comes to their compensation packages, and they must present their firms or associations professionally to potential employees, and make sure they are a desirable place to work. In this market, to attract and retain the top talent, smart executives aren’t just with the curve, they are ahead of it.