“Like an archer who wounds everyone, so is he who hires a fool or who hires those who pass by,” (Proverbs 26:10 NASB).
So maybe you're in ministry or possibly a business leader. You are about to open your tenth (or maybe it is your fifth or even your first) location. You are about 12 weeks away from getting your certificate of occupancy.
Things are going great!
Now it is time to start looking for the leaders to lead your new location to success.
You pay $500 to Careerbuilder or Monster, $350 to Indeed, $130 to LinkedIn, and another $50 to Craig’s List. For that money, you get 30 days of résumés from people. Of those ads, only 25 percent of the people who post ads receive more than 75 résumés per post. Forty-two percent receive only 50 résumés. This means the average church or company is spending a lot of money to receive only a few résumés.
And to make it even more precarious, of those résumés you do receive, only one in 15 will be moderately qualified.
This means that you could be paying thousands of dollars to spend hours sifting through countless résumés from unqualified people with the hopes that you will find that diamond.
You get résumé after résumé that looks something like this:
Suddenly, the fry cook is looking pretty good, eh?
So you decide to hire them and spend the national average of $5,000 to train the new employee. Unfortunately, you will be lucky to get enough productivity out of them before they quit to recoup even half of the money you spend taking the risk on them.
How can you mitigate some of that risk? What can you do to prevent people from leaving your organization bleeding even more than before you hired the person?
This is a topic I know very well. For many years I was the business leader hiring people. Over time I hired hundreds of people. I thought I knew how to do it very well. I had built some very successful teams. Then I decided to start a small recruiting company, and I learned just how much I didn’t know.
I had to relearn how to recruit people.
The big issue was that I was trying to hire for myself, not my client companies. Eventually, I learned how to recruit for others. But this is a mistake that we commonly make in recruiting and hiring. We think that we can go into the interview with our “gut feelings” and come out with a great hire.
I spent hours each week sifting through more than 500 resumes from the dozens of ads that I place. By the end of the week, I had about 10-15 people that I can call for my clients.
During my time as a recruiter, I have learned a few nuggets from companies that hire people the right way, and I would like to share them here. I want to dig into each of the components of hiring successful people.
I'd like to look at the following:
1. Defining your culture
2. Writing a position description
3. Interviewing with purpose
Each of these is going to be instrumental in hiring and retaining the best employees.
Next, I will look at how to define a culture in your organization that will attract the top talent and convinces them to want to stay with you. Here’s a spoiler alert, it has nothing to do with paying people more money.
“He hired also 100,000 valiant warriors out of Israel for one hundred talents of silver,” (2 Chronicles 25:6 NASB).
Fred Noble is a recruiter for a hospitality/retail recruiting firm. He is also an elder and leads a pastoral discipleship training ministry at Chesapeake Christian Fellowship in Davidsonville, Md. In his free time, he hangs out with his family and likes to read and write.www