BY THE TIME YOU READ THIS, THE NEXT BIG THING IS ALREADY ON IT’S WAY.
The question you should be asking is : WHO will code/program/administer/power the quintessential “next big thing”? The issue of finding the right talent to grow an organization is a key factor that determines a company’s survival. With continually changing regulations and increasingly sophisticated technology, the IT industry has a notoriously low retention rate due to the stiff competition between organizations. Here are three tips that will point you in the right direction while you are in the beginning phases of hiring.
Pinpoint a top-level performer and designate s/he as a mentor for the oncoming employee. Perhaps pattern a training initiative along a trajectory of desired growth. Selecting a mentor that you would like to “duplicate” will also help determine what to look out for in terms of cultural fit.
Define what you want vs. what you need
Be realistic about what you need vs. what you want in a prospective new comer. Although we dream of an indefatigable employee who will automatically solve all our problems, this might not be attainable – for more than a few reasons. Universally, all companies face the big B – that’s right, budget. Can you afford the unicorn that you have in mind? Scale back your expectations to match what you can currently provide in regards to compensation. Remember, not all compensation must be monetary. Dig deep and find out what your company has to offer in regards to the total package – work life balance is the number one motivator for professionals in 2017! Once you’ve assessed what you can provide, sketch out a general idea of what your top three, no compromise wish list is for a top-runner candidate.
Make this a Mutual Decision
Make no mistake – no matter how many articles you read, or how much experience you might think you have – bringing someone new onboard is risky– and involves incredibly high stakes.
Don’t make this a solitary decision. Engage in thoughtful conversations with all individuals involved and assess how many key players should be included in the decision process. However, be wary of the opposite extreme: include too many “decision makers” and you risk delaying the hiring process.