| In order for your career to grow, you must | | | | hiring managers pass over candidates because |
| demonstrate effective leadership skills. | | | | they were intimidated by their ambition. |
| Organizations are finally beginning to | | | | Instead of worrying about someone taking over |
| realize that soft skills are just as | | | | your job (if this is an issue, you've got |
| important as technical skills and therefore, | | | | bigger problems to worry about), think about |
| are placing more emphasis on developing and | | | | who could potentially replace you when you |
| rewarding effective leaders. One important | | | | move on to a bigger role. |
| skill for leaders to master is the ability to | | | | |
| recruit high-potential talent into the | | | | 5.Avoid the temptation of hiring someone just |
| organization. | | | | like you. It's great when you have a |
| | | | connection with a candidate, but try to |
| The responsibility of recruiting these | | | | remember that you aren't hiring someone to be |
| candidates doesn't fall solely on the | | | | your friend. Instead, look for someone who |
| shoulders of your recruiter. There are many | | | | will complement your team's strengths and |
| ways that you can enhance their efforts to | | | | weaknesses. |
| attract the most sought after candidates. | | | | |
| Recruiting shouldn't be reactive - performed | | | | 6.Select candidates who are passionate about |
| only when you have an opening on your team. | | | | their work. Passion is difficult to ascertain |
| It should be an ongoing activity so that your | | | | during an interview. However, there are signs |
| pipeline of candidates is full and you can | | | | you can look for and questions you can ask to |
| start interviewing shortly after a need has | | | | better determine if this is someone who is |
| been established. Follow these tips to make | | | | passionate about their work. |
| the most of your efforts: | | | | |
| | | | Â- Does their education and work history |
| 1.Look to your existing employees for a | | | | consist of positions that build on each |
| promotional opportunity, first. You should | | | | other, demonstrating knowledge in their field |
| always look within the organization before | | | | and a desire for growth? Or, have they |
| you consider external candidates. Reward | | | | bounced around with little direction? |
| employees who are actively developing their | | | | |
| skills and are loyal to the company. Is there | | | | Â- Are they actively involved in their |
| someone who is ready to take on new | | | | professional community? Do they take |
| responsibilities? | | | | advantage of opportunities to develop new |
| | | | skills? |
| 2.If you are an active member of your | | | | |
| professional community, start building a | | | | Â- Find out why they chose to get into |
| rapport with prospective candidates. | | | | this particular line of work. |
| Recruiting is a lot like marketing - the more | | | | |
| positive contact you have with prospects, the | | | | Â- Make a note of their specific |
| more receptive they will be to talking to you | | | | professional goals. "To be working in a |
| about making a move to your organization. | | | | position that utilizes my skills or to be a |
| Keep in contact with those you would like to | | | | manager" doesn't cut it. Is it just about the |
| have on your team one day. | | | | money or are they looking for growth or |
| | | | meaning in their work? |
| 3.Build a reputation as a strong leader. This | | | | |
| is one of those times when you want your | | | | Â- Find out what aspect of their job they |
| reputation to precede you. If you are known | | | | enjoy most. |
| for being a great leader, candidates will | | | | |
| want to work for you. Year after year, "lack | | | | 7.Stop settling for mediocrity. Don't be |
| of opportunity" is cited as one of the main | | | | afraid to hold off on making a selection |
| reasons for employee turnover. Judicious | | | | decision until you have the right candidate. |
| candidates know that their manager can make | | | | Get creative in the way you manage your |
| or break that opportunity and they make their | | | | employee shortage. Consider redistributing |
| decisions accordingly. | | | | the duties on your team and hiring a |
| | | | temporary administrative employee to take up |
| 4.Don't be intimidated by dynamic, | | | | the slack. This is a great time for your |
| high-potential candidates. I've seen many | | | | employees gain additional experience. |