Job Recruitment Pointers

Jack Shand, CMC, CAE

© Leader Quest and Jack F. Shand

Being selected for a new job, or attracting the best people to work in your organization, requires the employer and the prospective employee to go the ‘extra mile’ to realize your goal of hiring outstanding leadership (or being hired) to help take the organization to higher levels of performance. Surprisingly, the vast majority of associations - and people seeking work in associations - make no special effort to stand out.

To compete more effectively for managers, organizations should consider these success factors:

Define Success Criteria

The criteria on which job performance will be based must be clear and known. The employer needs to define the success criteria for the position so it is evident to all parties what success is.

Measure Performance

It is not enough to tell a job candidate “we’ll know success when we see it.”

A strategic plan usually demonstrates that a group of people, hopefully the Board through the membership, assessed needs, prioritized actions, and established a plan to measure their progress. Answer this question: “in one year, what must the manager accomplish to earn a favourable review, salary increase, and bonus?”

Know Thyself

Organizations have reputations. In professional networks like CSAE, people will warn off their colleagues if a prospective employer has an unfavourable reputation for such things as high staff turnover, negative work environment, unrealistic expectations, etc.  Just as the candidate needs to be self-aware of the strengths and weaknesses they bring to a job, so too an employer must know how they are perceived in the market place and take steps to overcome any deficiencies.

Treat Candidates Well

Remember, as an organization, you’re making a first impression too. Common courtesy includes returning phone calls, letting people who have been interviewed know where they stand, providing information to help the job applicant make an informed decision, and treating people fairly and courteously.

From the job seeker’s perspective, a few important points for consideration:

Be Realistic

Reality check: the majority of applications I receive for a given job opening are not qualified for the job. If ten percent of the candidates have the specific requirements being sought, the employer will probably not look beyond this “A-list.” If you’re going to stand out, do so as the most qualified applicant.

Do Your Homework

Exercise the same due diligence checking out your prospective employer as they will evaluating you. Sources for information include the prospective employer (web page, strategic plan, annual report, etc.); Internet searches; social media sites; allied organizations or international counterparts; the headhunter; professional networks such as the Canadian Society of Association Executives, etc.

Sell Well

How well did you sell yourself at your last job interview? Consider this true case.

The candidate came to the interview as one of three finalists. The candidate prepared a binder – without prompting - for the hiring panel containing her application; a competency grid matching her qualifications to the position’s requirements; an article she wrote for the interview on the value the organization she wants to join brings to Canadian society; her understanding of the current strategic issues for the association, and appendices including a recent performance appraisal from her last employer. Guess what? She was offered the position.

Don’t Play Games

If you play games, you won’t be taken seriously the next time. And, as we all know, the association market is a small world. Examples of game-playing include going through the entire hiring process only to use a new job offer to better your current situation. Résumé fraud, misleading/incomplete answers or other attempts at misrepresentation may constitute just cause for dismissal. Write the résumé and approach interviews anticipating that every claim, detail, and accomplishment will be verified. Be mindful of your reputation.