Step 1: Finding and Determining the Best Person for the Job

The best person for the job is someone who has a natural disposition to be an engaged employee. While many factors affect Engagement, including the circumstances of an actual position, it is true that some people are naturally more driven than others to be engaged. These people have a positive disposition on life in general. Like true optimists, when they are given lemons, rather than complaining, they make lemonade. Though as an organization you shouldn’t give your employees lemons, there are bound to be “tart” aspects of the job that are not as sweet as others. You set your organization up for success if the people you hire embody engaged tendencies, i.e., lemonade makers.

Improving the quality of hire is the first step to creating a Magnetic Culture and it is the foundation for Talent Management success. It is essential to build a staff comprised of talented, positive people with whom others want to work. When it comes to recruiting, people will join your company because they like who else is on board. On the flip side, having the wrong people on staff can deter candidates from joining the organization, as well as entice engaged employees to resign. For this reason, it is imperative to recognize and address when people are not the right fit for the organization. When you know you need to let someone go and hire a new employee, do it immediately. Managers have a tendency to procrastinate making tough Talent Management decisions, but lost time can be detrimental. The longer the wrong people stay on board, the greater likelihood they will corrupt company culture and infect those around them. Also, good managers do not stop determining if they have found the right person for the job after he or she has been hired; it is a constant assessment.