Choosing the right advisor requires finding someone whose beliefs and philosophies match the needs of your business and the current realities in the world. Here are some of Scott Wintrip’s beliefs as they relate to effective recruiting, hiring, and leadership.
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- Waiting for talent is unacceptable.
We live in an on-demand world. Every day, we access more and more products and services at the click of a mouse, touch of a button or by dialing our phones. Many companies have installed apps, websites and other devices allowing their employees to order food, report updates, and procure supplies the moment they are needed. This same convenient access must be applied to acquiring talent.
- Time-to-fill should be zero.
It’s no surprise that jobs will open through resignations, terminations, transfers and business expansion. What is surprising is how few companies have created a system to immediately deliver talent when and where it is needed. Quick and decisive hiring (filling roles with greater speed, more accuracy, and less effort) should be a non-negotiable standard for leaders to keep their jobs.
- Manufacture talent before it is needed.
Downloading the next hire should not be a reactive process where people access resumes to begin a search. Every company can increase the flow of candidates. When a more substantial pool of talent is combined with better selection, interviewing and quality checks, companies can build a Talent Inventory, people that are ready to go the moment they are needed.
- Who you are affects how you hire.
Understanding Hiring Styles (how individual perceptions impacts choices) is a requirement for better results. By identifying behavioral patterns, the mistakes these cause in the hiring process and how to counter them, leaders make better decisions more quickly and easily. These same traits, when included in hiring profiles, also provides managers with information that improves their accuracy in selecting the right people for the right roles.
- Finding talent shouldn’t be done solo.
Companies are remiss if they go it alone in trying to recruit good people. Most organizations are unable to fulfill all of their own needs for full-time employees and temporary help. And that is okay, as hiring is not their core business. This is why the staffing industry is a vital contributor. However, staffing and recruitment companies must do a better job of delivering services that allow their customers to hire someone today or acquire contract talent in an instant. They must also deliver this same level of instantaneous service to themselves. It is unacceptable and outright ridiculous that recruiting professionals often do a better job of fulfilling their customers’ needs for talent than they do for their own open seats.
- You only sustain what’s simple
Complex methods make goals unattainable. A strategy for achieving instantaneous hiring, be it the approach a company will take to fill their jobs or one that a staffing and recruitment firm will follow to serve their clients, must be straightforward and simple. Overly complex plans and methods always lead to failure and disappointment.
- You hire better when you do less.
Employment-related technologies and services must always make their users substantially more efficient. While never the sole solution for shortening time-to-fill, these offerings, such as software, job boards, and drug testing, can play a vital role in achieving Lean RecruitingSM, a commitment to eliminating waste, improving speed and increasing accuracy. Failing that, these providers are just another vendor taking money while adding to the problem.
- Hiring fast demands force.
Every organization has a relative pull on the market. For most companies, the power to pull in quality candidates is weak or inconsistent. This force, called Candidate Gravity, can be assessed, strengthened, unified and coordinated to create a better flow of higher-quality people. Even companies with strong Candidate Gravity can expand their pull, increasing the velocity of talent acquisition.
- Instant hires and equal pay are moral imperatives.
As the husband of a teacher and father of a stepdaughter, I want them to be fairly and equitably rewarded for their contributions to their employers. However, empty seats negate the positive impacts of equitable compensation since work does not get done and people aren’t being paid. High Velocity HiringSM and equal pay must go hand-in-hand.
- A hire should never end in divorce.
Conventional methods for candidate selection, planning and conducting interviews, and checking references are often ineffective and overly time-consuming, contributing to increased time-to-fill. Interviews are like dating—people are always on their best behavior, showing the positives aspects of themselves. This is why so many leaders are so disappointed that the person hired is not the individual who showed up in interviews. Absolute proof that someone is a real fit for a role requires methods better than the behavioral interviewing, selection testing and referencing methods currently in use.
- Don’t think your way to success.
Leaders can only act their way into better results. Improvement requires action. Once a simple and sustainable plan is developed, leaders must act on it quickly, consistently, and sustainably. This requires a better form of accountability, which I refer to as Radical AccountabilitySM, an unwavering responsibility for always doing the next right thing.
- Always do the next right thing.
This is my guiding principle, even when it is hard, humbling or unpopular. A simple, yet powerful standard, this mantra has consistently served me well in making decisions and taking decisive actions. The leaders I have advised over the years have also found this idea to be an invaluable tool in making the right choices for their organizations.
If you agree that companies having the ability to hire on-demand is the next right thing, then let’s talk about how we can make that happen.