Ms. Johnson goes on to conclude that “By investigating the emotional “job-to-be-done” of a new hire, as well as the actual job we need them to do, we become less likely to hire the wrong person for the wrong role, and more likely to hire a great person for a great role.” Great advice for making the right new hire the first time, no matter what amount of practice you get in your new managerial role.
What the best candidate wants is a recruitment deck: Like Netflix a decade ago, many companies probably already have that information ready to go – in their investor’s pitch. It might surprise many how little effort it takes to turn an investor’s deck into a recruitment deck that can attract the attention of the key people a growing company needs. It often requires just a few, albeit important tweaks. The key thing is to think about hiring as less of an approach of HR than of marketing (and ideally the marketing people should at least review the recruitment deck). So if a company wants to land the best talent, it should appeal to them with its mission, values, and goal – just as if they were investors.
Your corporate culture is as much a part of the job as the daily duties. Making certain new hires can integrate into the work environment can be a critical facet of getting the most out of your new hire. After all, the new hire is now also your colleague.
The modern advent of Applicant Tracking Systems (ATS) winnows the number of applicants for jobs long before the first resume is ever seen by human eyes.
Identifying the three characteristics that contribute to conscientiousness, “They feel important, enjoyable, and they accord with their values”, and how you interact with your work and your colleagues can contribute to your success in becoming better in your career.