Hiring Doers Takes Special Effort

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Using traditional interview panels whereby those candidates who make the best impression get hired is not likely to bring many Doers to the surface.

LinkedIn founder Reid Hoffman, author of The Alliance, believes employers put too much weight on interviews and too little weight on references. “References actually tell you how people work, what their work ethic is. That is a critical piece of data that cannot be put aside or done casually.”

In Work Rules, a new book disclosing Google’s hiring successes, Laszlo Bock promotes a peer-guided selection process that digs deeper into behavioral patterns, work history, personal accomplishments, and growth potential in order to find the most suitable candidates.

Finding good people and keeping them requires that you are known in their network as a place where Doers flourish [They spread the word to other Doers].

The enduring workplace attractions are opportunities to grow in their profession, to make a noticeable difference that matters, and to accomplish something within your company that they could not achieve where they are.

Doers seek assurance that honesty counts and that they can speak truth to authority without fear of retribution. They trust a mistake can be corrected without fear it will be held against them.

Bringing Doers on board may sound positive, but there are costs attached which the organization must take into account. Each of these tendencies has the potential to be problematic:

  1. Doers confront authority, question ambiguity, and expose inconsistency.
  • They challenge directives whenever they believe their way is better. Such behavior may seem irreverent and disrespectful until you consider the benefit of receiving honest feedback from those fully vested in the outcome.
  1. Doers risk losing personal influence and peer support when promoted.
  • Moving them up the career ladder may jeopardize the respect, admiration, and cooperation they receive from coworkers. Creating reward systems for Doers based on their accomplishments rather than on their position can minimize the negative effects of advancement.
  1. Doers may seek opportunities elsewhere when dissatisfied with the lack of enjoyable assignments.
  • This is the most critical factor in keeping doers from jumping ship. Doers network to stay current on job openings. Lacking the potential for personal growth and professional development, Doers are known to seek such opportunities elsewhere.

Be prepared, attracting Doers is not going to be easy. It is a job seeker’s market. The best candidates will check out your track record before they agree to interview. The challenge is to establish a reputation as a place where they are eager to come and have reason to stay. Publicly recognizing the value of what Doers have to offer will increase the prospects for bringing in high impact talent.

 

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