The following advice is from Lazlo Bock (Google’s V.P. of People), Lori Goler (Facebook’s V.P. of People), John Maxwell (author & leadership expert), Steve Jobs (founder of Apple computers), Robert Kiyosaki (author of Rich Dad, Poor Dad), Guy Kawasaki (marketing strategist and silicon valley venture capitalist), Craig Groeschel (pastor and leadership expert), etc.
For each new position that needs to be filled, do all of the following 5 things:
- Competence: Hire only people who are better than you. Read more…
- Cultural fit: Hire only people who have your values and beliefs. Recruit and hire for your values and beliefs. This is values-based hiring. Ann Rhoades, author of Built on Values and former Chief People Officer for Southwest Airlines, JetBlue Airways, and Doubletree hotel preaches a values-based interviewing and hiring strategy. Pastor Craig Groeschel says “You can teach skills but you can’t teach values.” He recommends letting go people with distinctly different values. Values-based hiring ensures cultural fit. We bring in only people who already exhibit our core values so that they will fit our culture. “We are driven by thoughts and beliefs, and this is the greatest predictor of how someone will move in his or her career path… and a candidates values and beliefs will drive his behavior” David Naylor, HR consultant. Read more…
- Select for talent…When hiring someone, select for talent… not simply experience, intelligence, or determination.
- “Hire by committee, set objective standards in advance, never compromise, and periodically check if your new hires are better than your old ones…You’ll move more slowly in the short term, but you’ll have a much stronger team in the end.” Lazlo Bock in his book, Work Rules!
- Ensure a “why-who-what” match. As you go through the recruitment process, keep this in mind. It is “FIRST WHY, THEN WHO, THEN WHAT.” First, ensure calling and passion (why), then the character (who), and then competence (what) in that order.
Facebook’s V.P of People (HR) recommends the book, first break all the rules, to all new managers. They use the principles from the book which are:
- When selecting someone, they select for talent . . . not simply experience, intelligence, or determination.
- When setting expectations, they define the right outcomes . . . not the right steps.
- When motivating someone, they focus on strengths . . . not on his weaknesses.
- When developing someone, they help him find the right fit . . . not simply the next rung on the ladder.
