In small organizations, it’s fairly common to have 2 or even 3 open positions in the same department at the same time. This occurs for a variety of reasons: sometimes a bad manager causes team members to leave, or one disgruntled employee makes everyone’s life miserable, or a failed business approach causes everyone on the team to feel like a failure, or sometimes it’s just the bad timing of unrelated factors.
Great hiring practices bring hidden issues to light, and provide insight into questions you had not even thought to ask. But most typical hiring practices do the opposite, ignoring more information than they gather, and leaving your hiring decision up to chance. The “insight gap” is what makes an executive search firm worth their fee. It's what justifies the cost of any professional services firm.
The Fed’s most recent economic report shows the U.S. economy continuing to expand, and that extends to the Washington DC economy. Only about 11% of the Washington region is employed by the Federal government. The popular perception is that the Washington DC job market is a government town. But just this year, professional and business services employers replaced government as the largest employing industry in the region.
Replacing an underperforming executive is one of the most challenging situations that an association leader must confront.
If you work in an association, it’s risky to think of recruiting as an HR function. It’s not.
By telling HR to “Post a job ad, get some resumes, and then I’ll starting interviewing,” you are making a career-limiting mistake, one that puts your personal reputation at risk.
Whether you are the hiring manager or the candidate being interviewed, hiring is personal, now more than ever. Candidate behavior has changed more in the past 5 years than at any time in the past 30 years, but few employers have updated their hiring practices. This creates some real challenges on both sides of the interview desk, and more than a few opportunities to gain a real competitive advantage.
Your organization's reputation in hiring not only affects who you can recruit, but also the level of compensation you must offer to land your top candidate. (Highly reputable organizations can typically offer lower salaries.) And for job seekers, the reputation of their current organization is a significant factor in how future employers perceive them.
Far too many employers get tangled up in defining their job descriptions. In particular, one common mistake is the belief that if one person had a particular set of skills, more people like them must exist. In other words, your star employee Karen had a particular set of skills, so there must be "another Karen" out there in the market---someone that could perfectly fit the Karen-shaped hole she left behind.