Adopt an “always recruiting” mindset.
It implies a grading system that can determine who will be best for a position. HR people always ask how Netflix, where I served as chief talent officer from 1998 to 2012, managed to hire only A players. I say, “There’s an island populated exclusively by A players, but only some of us know where it is.”
A few months later I sat in on a meeting of his team. Everyone was arguing until Anthony suddenly said, “Can I speak now?” The room went silent, because Anthony didn’t say much, but when he did speak, it was something really smart—something that would make us all wonder,Now Anthony is a vice president. He’s proof that organizations can adapt to many people’s styles.
Christian wasn’t what I’d expected. He had a thick German accent, and he stuttered. This was the great communicator? On top of that, he was clearly nervous. Our conversation was painful for him and for me. But when I asked him to explain, in simple terms, the technical work he was doing, he was transformed. He still stuttered, but he gave me a riveting explanation, and I realized,We hired him, and he’s been an amazing team builder.
All this should be modeled from the top. Bethany once worked with our CEO, Reed Hastings, to fill a director-level position. They met on a Thursday morning to discuss what type of candidate they needed. Friday afternoon Reed e-mailed her to say he had sent messages to 20 prospects he’d found on LinkedIn and had gotten three responses. He’d interviewed one via Skype, really liked him, and wanted him to come in on Monday.
It infuriates me when hiring managers dismiss the value of good HR people. Usually when I asked managers why they weren’t engaging more with recruiters, they’d say, “Well, they’re not that smart, and they don’t really understand what’s going on in my business or how the technology works.” My response would be “Then start expecting—and demanding—that they do!” If you hire smart people; insist that they be businesspeople; and include them in running the business, they’ll act like businesspeople.
I would tell people, “Even if this person isn’t the right fit, we might love his next-door neighbor.” Imagine that your recruiter manages to find a software engineer with all the credentials you need, and your team loves her, but she has an offer from your main competitor that’s $35,000 more than what you were prepared to pay.
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