Most hiring managers get so hooked up on their wants and needs when they are making a new hire that they forget that top performing talent isn’t actually forming a queue outside their door waiting to get in. Sure, there are always people knocking but the most sought after candidates, i.e. the top performers, are unlikely to be amongst their number.
Usually, when I go to see a hiring manager about a new assignment, they quickly warm to the task of telling me what they want and usually throw in a dose of what they definitely don’t want for good measure. It’s great that a hiring manager has definite opinions about what he needs but what about the needs of the top performing talent that they are looking to acquire? I’ve often finished my first cup of coffee and a refill before I get a chance to say, ”thanks for that insight; I’m going to need a lot more information about the role, key challenges and the potential profiles of suitable candidates in due course but before we discuss that, can you tell me why a top performer in your industry would want this role?”
I actually remember the first time I asked this question back in 2004 and the UK Sales & Marketing Director of this particular company looked quite taken aback, as did my young but brilliant colleague who thought that I had overstepped the mark in terms of acceptable questions to ask a hiring manager when taking a brief. I did get an answer of sorts from my client which was quite impressive considering he had clearly given the matter little thought previously.
The point is that hiring managers get so focussed on who and what they need in a position, that they forget that to attract the best talent (I have yet to be asked to find a middle of the road performer) you have to focus just as hard on selling the opportunity to the potential candidate. Despite these tough economic times, the vast majority of top performing talent is very much employed. In fact, effectively selling the opportunity is more crucial than ever because people are less likely to move jobs when economic conditions are tough and unemployment is high; taking a new role always represents a risk and when the job market tightens up people become more risk adverse.
When selling an opportunity there are two key aspects that are of prime importance to the potential candidate: the company and the opportunity. If the candidate perceives that it’s a great company, you may not need to sell the opportunity quite so hard although the opportunity has to be real and ‘right’ for a successful marriage between employer and candidate. The opportunity is of greatest importance. Top performing talent seeks opportunities to grow, develop, expand, take on new challenges, gain new skills, work with other top performers, etc, etc. (A word of warning, steer clear of providing an opportunity just to earn more money. The package will almost certainly need to be an improvement but on its own, an opportunity to earn more money isn’t enough).
So next time you are looking to hire top performing talent, don’t purely focus on what you need. Remember that your potential new hire has needs too!
