Talent Acquisition is Back! Part III – The Objectives

| April 7, 2011 | 0 Comments

In Part II of Talent Acquisition we talked about ‘Painting the Picture’ for a new employee – a valuable process for your current staff as well. Now let’s talk about Charting the Course – the Objectives.

What the heck is that new staff person supposed to do? Oh that’s right. They should know what they’re supposed to do, this is a management position. After all, why are we paying?

Imagine one of your clients has left your company or is about to. Their complaint – you guys just aren’t delivering what we need. The response in your head – you people never stopped long enough to tell us what you really needed. We’re not mind readers. If you would have just slowed down long enough to attend our weekly check in meetings, 90% of these problems wouldn’t exist. We would have been happy to adjust to your new objectives.

We’ve got to tell people what we want. People are lousy at mind reading, just ask your spouse or partner. Do you want to have an immediate impact on a new employee’s success – after all we do want them to succeed – right? Objectives support the context. They give color to the picture you’ve painted. They are not a to-do list.

List out the top 10 objectives for the next 12 months. Under each objective list 4 or 5 Actions Steps, which, if accomplished, will greatly help them in achieving the objectives. You’re charting a course for them. You’ve been on these waters before – they haven’t. The employee will have many more action steps than you have listed – because they’ll have the vision that you’ve painted.

I am reminded of a company that supports the financial industry – they have offices in over 20 locations, multiple divisions – a very fast paced competitive environment. The CEO is on the road more often than not. In the process of hiring a new SVP the company developed the top ten objectives and they came up with the action steps. Guess what – the SVP started on the ground running, checked in with the CEO on a weekly basis. Didn’t need the handholding or redirection that the previous SVP required. Didn’t create chaos within their own division or the division of others. Initiatives that had been stalled or shelved came to life. They went from treading water to winning the race. Because the CEO took the time up front.

If we don’t know what the most important objectives are for the next 12 months, we’re not ready to hire. This is a process – a process that will save you valuable resources – time, money and the most valuable resource companies have today – the  intellectual capital and extraordinary capacity of people to achieve and excel.

It will also help you focus on what really makes the ideal candidate.

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Category: Blog, Human Capital Management, Leadership, Leading through Vision, Recruitment, Talent Aquisition

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About the Author ()

Julia Hill-Nichols, SPHR, is the founder of LeadersCove, LLC. With over 30 years experience in operations and human capital management, Julia is gifted in the art and science of bridging strategic imperatives and a company’s human capabilities—executing for success, meeting bottom-line objectives and enlivening the people who are the organization’s lifeblood.

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