Research Triangle Business Advisors
November 2012 Newsletter
We are CEOs, executives and managers, but at the end of the day we are all just
people. We’re people who hire people like ourselves – because that’s
comfortable. But, who should we really be hiring? We need to hire people who can
do the job and bring more success to the company. So, the big question is how do
we find and hire the manager who is motivated to do the job. Is it personal
motivation that drives candidates to apply their experience to your challenges,
is it their experience that motivates them to perform, or is it just better
compensation they are looking achieve?
Hiring Effective Managers
I have talked to
my clients many times about hiring a person who fits the company culture first,
then look at the skills they bring. In this article I want to look at the
candidate’s motivation. I’m sure you have already realized that the best
candidates don’t come from searching stacks of resumes or hunting for the person
who has the experience and skills needed for your open position.
The best hires
come from finding managers who are motivated to perform. They want to do the job
and enjoy the work. Even the best qualified candidate will deliver disappointing
results without a true desire for success in both your company and
their career. The perfect credentials for the job and a golden resume don’t
guarantee top performance without the candidate’s willingness to sweat,
sacrifice and put in the hours. Therefore, motivation is a very important
background in mind, let’s look at some tips on qualifying the candidate’s
What is the
The interview process should balance equally between the company’s
requirements and the candidate’s wishes. If a candidate diverts the
discussion mostly to their needs, you’ve probably got the wrong person.
The challenge, rather than the money, motivates successful people. They
understand that money results from meeting the company’s needs. If a
candidate puts too much emphasis on compensation – particularly early in the
interview process –change the topic. If the applicant immediately steers the
interview back onto the dollars, validate their parking and show them the
natural to search for candidates with outstanding qualities, we also need to
seek out and evaluate the weaknesses. If someone is “top notch” in
creativity or salesmanship, is there a counterbalancing weakness in close
personal relationships, accountability or value process? And, if so, how
significant are those short comings?
Interview the candidate in both formal and informal settings. It is
remarkable how in the informal setting, usually over a casual dinner or a
game of billiards, the candidate will relax and show aspects of their
personality or emotions that they held back during the formal interview.
The interview method should include asking the same question in different
ways in order to make sure candidates are consistent in their behaviors and
statements. You know you have a keeper at the end of an interview if the
candidate displays the same attitude and style as when it began. Be sure to
pay constant attention to the interviewee’s behavior, because a consistent
performance indicates he or she will be a more predictable manager.
validating the motivation of candidates, then focus on skills, experience
and qualifications for the position. This approach is more efficient and
provides valuable familiarity with the finalists.
Management hires (like all hires) are an investment in your company’s future,
not an expense. This investment in management hiring also adds value to future
hiring because of the standard you set. A focus on motivation and qualifications
leads to a successful management hiring program.
Cary | Raleigh | Research Triangle Park |
Greensboro | North Carolina
Contents © Copyright Research Triangle Business Advisors
( RTBA ) 2012, All rights reserved.