I’ve worked with hundreds of organizations large and small to help them build world-class hiring and interviewing practices. Some of the outcomes have been transformative and some (admittedly) have not.
There is one factor, above all, that most strongly predicts the outcome.
If this factor is present, results can be quite dramatic. Hiring managers and recruiters are tightly coordinated. New processes stick. Candidate quality improves. Hiring hit-rates increase, often significantly. Teams become well-oiled hiring machines.
When this factor is absent, change is difficult. Individual skill progression is hit-or-miss. Some individuals achieve amazing results, but many others keep doing what they were doing before.
When I talk to a prospective client, it’s abundantly clear when this factor is present in their organization. It’s also quite obvious when it is not. I can usually tell in the first conversation.
I’ve even declined opportunities when there was no path to getting this factor in place.
So . . . what is this all-important factor?
Full engagement from senior leadership.
When I get an inbound from a CEO who wants to build a culture of hiring excellence and who is eager to take on the work personally, I get that butterflies-in-the-stomach feeling. I know they are going to see incredible results.
When I talk to a frustrated chief people officer who is clearly trying to “push a rope” with a big hiring revamp, I take pause . . . and reorient the discussion on how we can get full support from the leadership team.
If you run a company (especially a startup or smaller business), be advised — lip service doesn’t get you there. People look “up” to determine what behaviors are most valued — even in very small orgs or in very flat, democratic cultures. Actions speak far louder than words.
What can you do as a founder or leader of a smaller organization? Carve out time for the hiring skills training program. Leverage your own networks for key hires. Show up to the weekly talent pipeline meetings. Recognize and reward individuals who are driving your most essential talent programs. Talk about talent metrics the way you talk about your P&L.
If hiring the “best of the best” is really important to you . . . take it personally!
This post was originally published on LinkedIn.
Jordan Burton has 17 years of experience as an executive assessor and interviewing trainer, working with top VC/PE investors and high-growth startups to help them hire the best of the best. He has trained thousands of founders, leaders, and investors on hiring and interviewing skills. He leads Talgo’s business development initiatives, managing relationships with Sequoia Capital, TH Lee, Palantir, Scale AI, and over 50 venture-backed startups.
