So, You Want an “A” Player…

As appeared in the Denver Business Journal — By Stephanie Klein

The good news is hiring continues to pick up, and many companies are reporting a more optimistic view of the year ahead.  This confidence is partly based upon estimations that 2012’s revenue numbers could be the best they’ve been in three years. After all the turmoil we’ve been through, it’s hard to not get excited about such positive projections.  As companies approve budgets, hiring managers have been given the green light to hire, and are planning the dream candidate – the elusive “A” player that embodies all the characteristics the company needs. It’s that perfect new employee who will help grow the top line, drive operational efficiency, and simultaneously create raving fans out of coworkers and managers alike. Sounds great, right? Before you move full steam ahead, though, consider the following steps along the way.

Stop.

Before you post any ads or call your recruiting partner, stop and think about the unintended consequences of topgrading the talent in your company.  It’s well understood that a great hire doesn’t cost a dime because they will add more to your firm by engaging their knowledge, passion and expertise. In fact, in the right place and with the right team, that employee will more than pay for themselves. Unfortunately, on the other side of the coin, the wrong hire with the wrong fit can cost you as much as two or three times their salary if you fire them or they leave. Be honest: top talent will only join your company if he or she can work with like-minded, driven performers – other “A” players. Hiring an “A” player without the team, infrastructure and plan to help that employee engage and grow is akin to throwing money out the window. That “A” player your company seeks is not a superhero – they will not singlehandedly turn a floundering team around. Many companies make the mistake of hiring top talent with the expectation that they will instantaneously resolve every problem the company faces, but this is an unrealistic – and costly – error. Consider these factors, then move on to the next phase: planning.

Plan.

Think about this: as you are interviewing top talent, they will also be interviewing you. They’ll research your company’s reputation, both via word of mouth and on the web. They’ll get to know your vendors, customers, and other associated players. They’ll form opinions about the individuals they meet while at your company, and will take note of how long they had to wait in the lobby, and of the disengaged peer they’ll be expected to work with. They will make decisions based on how thoughtful, professional and engaging the interview process is, and how quickly or slowly you follow up after the interview. You can’t control every bit of information your prospective hire encounters, but you can control some of it. If you are unable to clearly articulate what success will look like for this candidate, and how the position will positively impact their career, you’ll be wasting time. Take into account the abovementioned factors that you can control and craft a plan for managing them, then figure out how to best articulate why your top talent choice should join you. Remember, the growth, team and opportunities you can offer will be key deciding factors for any “A” player. Once you have your plan in place, you’re ready for the next step: execution.

Execute.

You’ve spent the time crafting a thoughtful process that will expose your ideal candidate to the best your firm has to offer. Have you also considered how adding this individual will affect your current team? One big consideration: an “A” player is not likely to work well with a “B” manager. Therefore, you may want to consider restructuring existing positions or managerial relationships. Prep your firm to take full advantage of the fantastic talent you’re about to employ, and create a plan for the progression of this role in the next three, six and 24 months. Take steps to ensure you can utilize their skills to your fullest advantage by creating an environment that does exactly that. Then, and only then, are you ready to craft that job offer letter.

A misstep in the hiring process can be a scary, expensive and distracting problem that can affect an entire department.  However, a well thought out hiring strategy, coupled with a well executed recruiting process, can result in the hiring of an “A” player who won’t cost you a dime.

Stephanie Klein is President and CEO of Experience Factor, a Denver staffing and placement firm, and past president of the Colorado Human Resource Association. Contact her at 303-300-6976.