A
Guide to Hiring Forwarder Talent
Today’s economy is as volatile as ever, so
it’s just smart business to save every penny and stretch every
dollar. The pressure is on to justify every new hire and to do so
in a timely manner so that you can get back to doing what you do
best.
A quality hire can mean the difference between
a profitable quarter and a dismal year-end report. Hiring is a complicated
task that requires some demystification in order to be successful.
Hiring correctly is so crucial to your success.
How do you know when you are choosing the right person? The answer
is….well, it’s complicated. In fact, it is almost impossible
to really know for sure. The only way to increase the odds in your
favor is to follow a proven hiring process every single time. This
means not deviating, even if you think, or know, that the person
in front of you is absolutely golden.
Many times hiring authorities have called us to
fill a position, while they are still in shock over having to terminate
their recent “superstar” hire. These same individuals
had previously been certain that they had made a perfect hire. Why?
Because everybody wanted to hire this candidate, and they felt fortunate
to have landed him. When it was all over, they didn’t feel
quite so lucky. It’s like “fool’s gold”;
just because it shines like gold and looks like gold doesn’t
mean that it is gold.
As Executive Recruiters specializing in the world
of freight forwarding, we have learned how to protect against the
pitfalls that must be avoided during hiring, and have developed
some precautionary steps that must be taken in order to make a discerning
choice. When we conduct a search for a forwarding company, we apply
years of successful experience to efforts on that firm’s behalf.
If you choose to conduct the search yourself, following these discerning
tips and critical steps can better ensure enriching the forwarding
firm with quality talent:
Tip #1: Don’t hire someone because
they are the best interviewer.
You might really like the candidate and connect with them on a personal
basis because they’re like you. This is known as the halo
effect. One must learn to ignore this and focus on the hard evidence
regarding past performance and personal attributes. This is what
tells us whether they can really do the job. Likewise, you might
not particularly like them, but they could be perfect for the job.
Tip #2: Always check references.
You have just conducted an extensive interview and are impressed
with the candidate. It is now time to conduct a thorough reference
check. This means skillfully making inquiries that will not jeopardize
a candidate’s present job status. Focus on determining the
candidate’s strengths and weaknesses. Then document the reference
for future review. You must commit to some careful research. Listen
to that niggling feeling in the pit of your stomach, especially
if there is any hesitancy providing a past boss as a reference.
Always check out the background.
Tip #3: Ask probing questions – get
to the bottom of it.
Perhaps the candidate reports that he is the top producing salesperson.
“Great”, we think, but stop! Qualify everything. Top
out of how many? What type of profit margin? Is it newly secured
business or the management of existing accounts? Over how long were
these results delivered? Are there reports to back it up? Keep asking
questions until you’re satisfied that you have a realistic
understanding of the situation.
Tip #4: Look for evidence.
The candidate claims to be a great manager of people. Hmmm. How
do we know this? Ask about how certain scenarios have been handled
in the past. What’s the most difficult situation your candidate
ever dealt with in terms of people management? How did they solve
the problem? What would they do differently next time? Always look
for examples of previous behavior. Past experiences are the best
predictor of future performance.
Tip #5: Beware of Looky Lous and Counter
Offers.
You love the candidate but then they seem hesitant to leave their
current company. As headhunters, we are constantly protecting against
this scenario. It is easy to get excited about the perfect candidate.
Unfortunately, he or she is not perfect if they are not truly motivated
to change. Some people are habitual interviewers, using offers to
leverage a pay raise. Never assume you have got your guy or gal
until after they have joined you, and even then be aware of their
previous employer ardently trying to woo them back.
The above tips give you some insight into the issues
that present themselves when trying to find talent. Using those
tips and adhering diligently to the process below will help to improve
your chances of the right hire.
Critical Step #1. Develop a complete position
and person specification.
This should include the competencies required and the previous experience
that would be associated with successful performance in the new
role.
Critical Step #2. Create a recruiting plan.
Where are you going to source your talent? Remember that if advertising
is your approach, it typically will yield the “active job
seekers” rather than those who are delivering results elsewhere
who have simply not yet recognized that your company is the best
place to be.
Critical Step #3. Screen your resumes.
Match your requirements. Does the candidate have the experience
and competencies you outlined in your position and person specification?
Critical Step #4. Interview candidates.
You may want to telephone screen initially. Questions should center
around exploring what the candidates have previously delivered and
how their experience and personal abilities (e.g. leadership, influencing)
match what you’re looking for. A structured approach here
really helps. It doesn’t matter how much you like them—remember
the halo effect—have they shown you the background, experience
and abilities your team needs today to be more successful tomorrow?
Critical Step #5. Evaluate candidates.
Score them. How do they fare in the areas that are critical to success
in this role? Obviously chemistry is important. You need to hire
the person that will “fit” in your organization, but
don’t lose sight of what they have really achieved, i.e.,
measurable accomplishments.
Critical Step #6. Arrange a second interview.
At this stage you should be checking your understanding of your
previous meeting. Really analyze what they’re telling you.
Ask probing questions. Get a good understanding of why the candidate
is considering making a change.
Critical Step #7. Check references.
Don’t give in to the temptation to skip this step, even if
you think you’ve discovered the crown jewels.
Critical Step #8. Negotiate the compensation
package.
Then put it in writing to make sure that all parties understand
the terms of the deal.
Critical Step #9. Stay in touch.
While your new person resigns from their last company, maintain
contact with them. This is a dangerous phase when fear sets in and
lots of people change their minds.
Critical Step #10. Monitor progress.
Conduct ongoing reviews once your new person has started. Many companies
neglect warning signs that all is not well and are caught unawares
when their great new person who they spent a fortune in man hours
hiring leaves.
A good hire is really like a good wine. Both certainly
get better with time. Use this inside information to help ensure
that you only get the best. Remember, all that glitters…
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