Part of human resources role in the process of recruiting new talent is working with hiring managers. This isn’t always easy, but this week’s news roundup is here to help with plenty of advice for hiring managers.
- What I learned from hiring my first 100 employees. Business Insider:“The most brilliant ideas are destined to flop if they’re not backed by the right people. Even the most tenacious leaders are only as strong as their employees, and attracting talent and making critical hiring decisions can be make or break for companies. I’ve learned a few things in hiring my first 100 employees over the past 5 years. These lessons have fundamentally changed the way we approach building our team.”
- Hire your weaknesses. NoExcusesHR: “Leadership isn’t about knowing everything, or worse yet, putting pressure on yourself to perform as if you did have an answer for every challenge. That doesn’t make any sense. Yet time and time again as leaders climb the corporate ladder they somehow convince themselves that because of their success they must know it all. Otherwise how would they have achieved such status to begin with? I’d say that is just about the craziest thing I’ve ever heard.”
- How small, remote communities can attract top talent. The Globe and Mail: “It is critical that the recruiter/hiring manager remain aware of the level of support from valued family members of the candidate. It is recommended that the candidate’s spouse be invited to visit the location in order to gain comfort and familiarity with the community. It is important to ensure throughout the recruitment process that leading candidates and their families are committed to the transition, and that they will ideally be moving with the candidate from the outset or soon afterward.”
- Should you snoop on candidates social media profiles? Business2Community: “A survey carried out by the CIPD discovered that 2 in 5 employers do or plan to use social media sites to screen candidates, but can snooping make the hiring process more complicated? In one sense, you are being given a better insight into a candidate so you can judge whether they will be a good fit in the company or not. However, this influx of information means that the more you know, the more you have to consider, and this sort of knowledge can tempt a hiring manager to discriminate against prospective employees.”
Are you too smart for the job? Daily Comet: “‘Owners of companies and enlightened CEOs are typically secure enough about their own position, and their interest is in the success of the company to hire the best person they can find,’ says Harry Robinson, who coaches chief executives and senior managers through Vistage roundtable program for executives. But go down a level or two in an organization. If you’re a senior executive or in the managerial ranks, it is likely a different story. You’re probably thinking just as much — maybe more — about yourself when it comes to who you hire. ‘One of the biggest issues is the lack of executive managerial maturity,” Robinson says. “Their first concern is their own position and security.’”