When Hiring, Talent Should Win the Day

Last week, we discussed the importance of networking and relationship building as key tools for finding a great job fit.  This week, we need to focus on staying out of the “experience” trap for both job seekers and hiring managers.

Hiring managers have to navigate the structures defined by their employer.  Most larger organizations have a required format for job descriptions – if you have that requirement, be compliant and build the structure of a job description that passes your employer’s demands.  At the same time, however, prepare a “cover sheet” to clarify the unique characteristics of style, temperament, team culture, and “fit” needed for a person to be successful in the position.  In addition, include the specific goals you would want this position to accomplish or contribute towards, and the core competencies needed to be successful in the role.   Work directly with your HR department to move them toward putting out a call for applicants that is very FOCUSED on those desired characteristics and outcomes.  The better you focus the call for applicants, the more focused the pool of candidates will be.  A lot of people will self-select out of applying because they know the role is not in their particular “sweet spot.” 

When you, as a hiring manager, are screening applications, don’t fall in the trap of looking at a candidate who “has done the exact work before.” Look beyond to find the specific talents and temperament you need for your team.  A candidate with the EXACT experience in the job you want is a double-edged sword.  They may have learned the role WRONG for your culture and fit.  Breaking bad habits of a seasoned new team member can sometimes be harder than building the right habits in a strong, culturally-right candidate.

Also, take the time to get to know your existing team members first.  Look at them using a NEW lens.  This can be hard sometimes, understanding that when you have worked with a person in a different way for a while, its challenging to envision them in a new way.  It is a new day, so look for their talents, fit, and cultural alignment.  Evaluate them using the cover sheet you have developed for the role. Once you know your current or inherited team members, then fill in the gaps through your hiring process.

For job seekers, spend time and energy on a cover letter and resume that outlines how your previous experience, qualities, and strengths prepare you for the specific elements of posted job.   Because we know the default for hiring managers is to fall into the trap of finding “direct job experience,” take the time to connect how work you HAVE done before has direct application value to the new position you seek.

One of my coaching clients did a GREAT job of this in seeking a position in a human services organization.  Her experience had been in the credit card industry with emphasis on technology applications and her most current work as a project manager for a large engineering firm.  The position talked about “bringing out the best in a team” and building a “team culture."  Her starting line of her cover letter was this:  “I make order out of chaos.”  She went on to clearly describe how she steps into teams, gets curious, seeks to understand, and draws out the best in each person toward a shared goal.”  It got her the interview.  That was enough to help her sell herself as a the talent they were looking for in this important new role.

Next week, we will recap the elements of hiring right.  That also means that job seekers must be discerning and presenting themselves for those jobs that BEST fit their talents and interests.  Fit matters for both the job seeker and the hiring manager.