Square Peg, Round Hole? Part One

Have you ever taken on an employee whose CV looked really good and who performed well at interview, but who didn’t work out in the role?  How much trouble did that cause you, and do you wish you’d done things differently?  

Getting the right people into your organisation

This is arguably one of the most important tasks you face.  But “the right people” doesn’t just mean “good people”; because putting a good person into a role that doesn’t play to their strengths is a recipe for a “lose-lose” situation:  you won’t be happy with their performance, and they won’t be happy in the role.  It really is crucial to avoid forcing a square peg into a round hole.  So how do you maximise the chances of getting it right?

Define the requirement - the job

As with so many things in life, preparation is 90% of success.  Firstly, you need to be very clear about the job itself – why does it exist?  Think about the end result (output) you need, as well as the individual tasks (inputs).  Has it changed since you last recruited?  An Admin Assistant 30 years ago spent a lot of time opening the post, filing and photocopying; nowadays the role will be much more computer based.  So if you have a job description, make sure it reflects today’s reality.  If you don’t have one, write something down – it is the starting point for the advertisement and for the questions to ask at interview.

Define the requirement - the person

Next, consider the type of person who is most likely to succeed.  The easy answer is: “Somebody who has done it all before”, but although past experience is important you need to delve more deeply.  Job titles vary hugely between organisations, so the job content may have been different even if the title was the same.  If it’s a sales job, what kind of selling have they done before, and is that appropriate for your business?  Techniques for a one-off sale differ from those required for repeat business, where long term relationships count.

Consider the skills and personal qualities the person needs to succeed in your role, and think beyond the obvious.  If your role is client facing or involves lots of telephone interaction, interpersonal skills are crucial, but grooming and demeanour may also be important.  If the job involves spreadsheets and figures, then numerical skills are vital, but attention to detail will also matter. 

Once you know what skills you want, consider the importance of attitude.  People who are perfectly capable of good performance may do an excellent job or the bare minimum, depending on their personal motivation.  Some people will do their best regardless, because they have a personal commitment to excellence.  Others will need to be constantly pushed – and you don’t have time for that.

Examine the context

Think about your organisation's culture and management style.  In an empowered environment, some employees will thrive, while others may feel out of their depth.  If you call frequent meetings to make sure things are going to plan, some people will feel you are taking a genuine interest, while others may conclude that you don’t trust them.  If you cannot adapt your management style to suit different individuals, then try to recruit the kinds of people who will respond well to your preferred management style.

What next?

So, having defined your requirement, how do you go about finding the best person to fill it?  Read Part 2 to find out!