Hire People Who Share Your Organizations Vision

September 3, 2014

There is no magic involved in selecting and retaining top talent within an organization.  Your chances of success hinge primarily on your abilities to plan, clearly communicate expectations and empower your team to hold each other accountable.  Sprinkle in a little luck and there you have it!  Sure, I’m over-simplifying things a bit here but you would be amazed at what a little effort on the front end can save you on the back end.  

It starts with your ability to clearly define ‘who’ your organization is, ‘what’ you’re all about, ‘why’ you exist, and ‘how’ you are different from your competition.  If you don’t know why people should choose to work for you then how can you ever hope to attract those who share your same vision and buy in to the mission of the organization?  

The goal should be to hire people who believe what you (the company) believe, not simply people who have the skill set to the do the job you need them to do.  You can train a skill set, but you can’t change a person’s personality, work ethic and general outlook on life.  However, all too often, I get phone calls from clients who need to terminate an employee because they aren’t a good ‘fit’ for the company rather than their inability to actually do the job.  Sound familiar?

Hiring people who believe what you believe increases the likelihood that they will work for you long-term.  They are after more than a paycheck and will add to your corporate culture instead of detracting from it.  Finding these individuals starts with you and the amount of clarity you have about who you are as an organization and what you expect from the people who join your team.  Once you know that, you then need to make sure that you communicate it effectively (over and over again) in what you say and in what you do.  

For example, your job descriptions should accurately reflect your expectations of the work being performed in each position.  These should be created in tandem with the employees who actually doing the work, updated regularly, shared liberally and used as a guide in the hiring, training and performance review process.  A simple document such as this can bring consistency to your processes and keep everyone focused on what’s truly important in a position.

Contributed by Jodi Schafer of Human Resource Management Services, LLC.

See the “Attracting & Retaining Employees: Writing Effective Job Descriptions” on-demand webinar with Jodi Schafer for more in-depth information.