How To Recruit Your Dream Team


Hiring Greatness is the new book by David E. Perry and Mark J. Haluska, who combined have closed more than 1,800 search projects.

In their book, the authors share their guide for how to attract, recruit and retain star executives.

They advise that it is far more important that a leadership candidate possess specific intangible core attributes, than just decades of industry experience. And, these core attributes go far beyond mere technical skills. For Perry and Haluska, there are 28 core attributes they always look for in a candidate.

Those 28 fit within five pillars of success:

  1. Character
  2. Intellect
  3. Business Intelligence
  4. Leadership
  5. Emotional Intelligence
They also recommend that when interviewing a candidate you particularly like that you take a healthy step back to figure out why you feel so strongly about that person. So, that you ensure you are not being biased by the following prejudices:
  1. Charm - Outward personality is never an accurate predictor of success in any role.
  2. Industry Experience - Make your decision on the basis of a broad range of factors, not only on industry experience.
  3. Pedigree - Keep the candidate's credentials in proper context.
  4. "Golden Boy" - Discount references from people who have worked indirectly or consulted for a candidate but didn't directly work for or with them.

Additionally, when seeking a leader, look for these key leadership attributes say Perry and Haluska:
  • Leaders who are adept at creating a deep level of trust with employees and stakeholders at all levels.
  • Leaders who can use their intellectual capacity to make quick,solid business decisions in tough competitive environments often without having all the details, so intuition is important.
  • Leaders whose perception of the opportunity evolves over the course of the interviews, because you'll pick up clues about what's important to them.
  • Leaders who have the ability to create excitement as well as enthusiasm and engage employees and stakeholders.
Finally, after talking to a candidate's references you should have information on:
  • The candidate's significant accomplishments.
  • The depth of others' feelings, positive or negative, about the candidate.
  • What management guidance or further professional development is required.
  • Leadership and personal style.
  • Relationships - internal and external.
  • Depth of technical and professional skills.
  • Career progression and career interests.
  • Reasons for changing jobs.
  • Predominant leadership style.
  • Strengths and weaknesses.
Thanks to the book's publisher for sending me an advance copy of the book.

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