5 Ways to Ensure Your Next Hire Is Your Best - Anne Mandler
post-template-default,single,single-post,postid-570,single-format-standard,bridge-core-2.4.1,ajax_fade,page_not_loaded,,qode-child-theme-ver-1.0.1457035378,qode-theme-ver-22.6,qode-theme-bridge,qode_header_in_grid,wpb-js-composer js-comp-ver-6.2.0,vc_responsive

5 Ways to Ensure Your Next Hire Is Your Best

5 Ways to Ensure Your Next Hire Is Your Best

5 Ways to Ensure Your Next Hire Is Your Best

UnknownLooking to Make A Hire? Find Your Dream PM? Assistant? Co-Founder? Borrow the checklist from what the smartest companies do no matter that you are a small business or a solopreneur looking for your first employee.

1. Set Your Standards Higher.

Wondering how to attract talent that fits with your organization’s mission, vision, and values? Talk to others in your industry, and ask for leads. If you are willing to hire “up” be prepared to get what you pay for. We all should hire someone with more experience and skillset than we have. This is how you improve your organization, projects, and even your own toolhouse.

Intuitive tip: Visualize all that you want of that ideal person in your head, and send out an open invitation to the Universe to send you that person. Amazing events happen when you are clear.

2. Give a Trial Period.

Always follow your gut, and take a chance on someone. If you aren’t 100% sure that the candidate will work out, (and who is, really), make sure that you’ve communicated a trial period, and that those terms are clear. Also, be willing to help the person succeed in the allotted trial period. It takes more than one person to have a relationship, and it takes a certain amount of support to survive and shine as the new kid in a new role regardless of level.

Giving a new hire the chance to perform is important. It’s equally important to let that person show you that they have the skills required.

Intuitive tip: If your initial gut feeling says that the person you are trying out will not work out, he/she likely will not. If you still need to give this person a go, do so knowing that while you are giving a trial, you should listen to your gut, and continue looking for talent while the “forces that be” work themselves out. Time will tell if the person is worth keeping.

3. Reexamine the role and it’s creator.

What is the job? If you can’t keep the “right person” or “a” person in the role, you need to reassess the nuts and bolts of the position. What do you and what does your organization really need? Maybe the duties fall under a different position or perhaps they need to be made into a different role? I once thought I needed a Project Manager. What I really needed was a business consultant that had experience with HR. Once the needs are clear, you’re better able to find the person that can get the job done.

Intuitive tip: Take a step back from a challenging process, and give it a break. The right person will appear on your doorstep when you’ve constructed the right position, and you’ve labeled it as such. Don’t underestimate the laws of attraction and clarity.

4. Incentives can be more than cha-ching.

Cash is important, and so is making sure that you’ve offered really good reasons  to attract and keep someone long-term. In other words, what are you able to offer that is unique? What are your competitors doing that you do better or differently? One person may need a work-from-home day. Someone else really wants a flexible schedule. Find out what your ideal candidate really wants and offer it.

5. Say “Goodbye” when it’s not the right fit.

So, the person is not working out? If you’ve been clear on an introductory period, and you’ve communicated back to the person with clear feedback and no sugarcoating, you have the right to say that it’s just not working out. The keys are to create a trial period clause in your contract, keep adequate notes, and have the necessary conversations that communicate honestly with the hire. If it’s not working out, don’t take too long to say goodbye, and free the role for the person who will be right for the job.

Intuitive tip: No one wants to “be let go”, get fired, or hear that it’s not working out (that is unless the person hired agrees, and sometimes this is the case, and it’s a huge relief for both parties). Business life is trial and error, and if ways need to part, you are doing the other person a favor by freeing them to go on to their next adventure. At the end of the day, honesty (with integrity) is the best policy, and it’s good for your organization, for the recently hired, and for management to get the right fit. Your organization puts forth a lot of unspoken PR when all is moving like clockwork.


1. Keeping cool. If someone doesn’t work out, attempt to keep a good relationship with him or her. You never know if they may give you the next perfect candidate for the job.

2. Keep tabs on the hires and “let-goes” you’ve made, and draw data from them. Even the smallest of companies need to keep track of HR data so that improvements may be made for next time.

Check out what Google HR does in an article by Richard Feloni via Laszlo Bock, Sr. VP of People Operations, and create your own standards. Need more HR advice? Understand how to invest in and rate your people. Learn how to Attract Your Tribe and never miss another word by signing up for free weekly tips.

Photo credits: Flickr Commons, Steve Wilson

Anne colorAnne Mandler is a business and marketing speaker, educator, and writer. She teaches highly accomplished business owners and organizations effective business strategy. She shows simply how to pay attention to health while growing the business that is your life’s work. She’s a lover of the arts, a proponent of community connection, the mother of 3, and runs 2 successful organizations: Go Get Her Girl and Conscious Living Collective.



No Comments

Post A Comment

one × 2 =

ANNE Magazine Issue No. 3 is now available. Enter your information for instant access.

*We don’t like SPAM either and promise to keep your email address safe.