Hiring Thoroughbreds: Pitfalls to Avoid and Rules to Follow
Hiring Thoroughbreds: Pitfalls to Avoid and Rules to Follow
Hiring Thoroughbreds: Pitfalls to Avoid and Rules to Follow
To maintain a leading edge, high technology organizations must attract and retain the very best people. Too often, the selection team inadvertently makes some common mistakes because they either ignore or are unaware of the pitfalls of the recruiting game. Organizations seeking top-notch talent must be certain that their recruitment process does not "turn off ' these "thoroughbreds." The recruitment process is critical to the candidate 's perception of the organization, and will influence his or her decision either to accept or reject an offer.
An Allegory on Recruiting
As the horses approach the starting gate, spectators scramble to place their bets. Some choose a potential winner by the color of the mane, others examine the horse 's track record, still others prefer the robust look of sinewy muscles, and, yes, some simply take a chance. The trainers, too, quietly plan their racing strategy. The owners look on with anticipation as the jockeys jockey for position.
Coming around the first bend, a thoroughbred gets off to an early lead while kicking up mud from a rain-drenched track. Unknown pitfalls lie ahead as the horse approaches each bend. Still, the thoroughbred gallops with a determined rush and a will to succeed. The jockey, recognizing the pitfalls, deftly guides the horse toward the finish line. Faster than the field, the thoroughbred emerges as the winner
This simple allegory suggests the key role that management and the owners play in the thoroughbred 's acceptance of, and eventual hire into, the organization.
A Scenario
It 's Monday morning and the senior management team of a small, fast-paced artificial intelligence Al) software company is beginning its weekly management meeting. The new president brings up the topic of recruiting. He tells the team that for the company to reach their yearly goal
Hiring Thoroughbreds: Pitfalls to Avoid and Rules to Follow
To maintain a leading edge, high technology organizations must attract and retain the very best people. Too often, the selection team inadvertently makes some common mistakes because they either ignore or are unaware of the pitfalls of the recruiting game. Organizations seeking top-notch talent must be certain that their recruitment process does not "turn off ' these "thoroughbreds." The recruitment process is critical to the candidate 's perception of the organization, and will influence his or her decision either to accept or reject an offer.
An Allegory on Recruiting
As the horses approach the starting gate, spectators scramble to place their bets. Some choose a potential winner by the color of the mane, others examine the horse 's track record, still others prefer the robust look of sinewy muscles, and, yes, some simply take a chance. The trainers, too, quietly plan their racing strategy. The owners look on with anticipation as the jockeys jockey for position.
Coming around the first bend, a thoroughbred gets off to an early lead while kicking up mud from a rain-drenched track. Unknown pitfalls lie ahead as the horse approaches each bend. Still, the thoroughbred gallops with a determined rush and a will to succeed. The jockey, recognizing the pitfalls, deftly guides the horse toward the finish line. Faster than the field, the thoroughbred emerges as the winner
This simple allegory suggests the key role that management and the owners play in the thoroughbred 's acceptance of, and eventual hire into, the organization.
A Scenario
It 's Monday morning and the senior management team of a small, fast-paced artificial intelligence Al) software company is beginning its weekly management meeting. The new president brings up the topic of recruiting. He tells the team that for the company to reach their yearly goal
References: Boyle, Thomas J., and S. Jay Liebowitz. "Hiring thoroughbreds: pitfalls to avoid and rules to follow." Business Horizons Nov.-Dec. 1990: 28+. Academic OneFile. Web. 18 Oct. 2013.