Better Recruiting

Becoming A Lightning Rod for Talent

I already blogged about this article, but a section in here is worthy to mention:

Becoming A Lightning Rod for Talent

It doesn’t make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do. Steve Jobs, Founder, Apple Computer

Attracting, hiring, developing and retaining talent are the most important jobs to which everyone in the firm can contribute input and ideas. Partners spend more of their time–or at least they should–making people decisions than any other. No other decisions have as many repercussions throughout the firm, or have lasting significant effects than who to hire.

Typically, a firm is batting 0.333 on its hiring decisions–that is, one-third turn out to be good decisions, one-third are minimally effective, and one-third are abject failures. It is rare in any other area that firm leaders would accept this level of performance.

The issue of attracting Human Capital investors is a marketing issue. As in all marketing, it does not look inward and ask, “What do we want and need?” On the contrary, it looks outward and asks, “What do you want and need?” There is an enormous difference between these two approaches.

In effect, firms have to do the same to win over people as they do to gain new customers–show them why the firm is their best competitive alternative.

[from the [non]billable hour: Your Employees are Volunteers - Ron Baker]

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