Singapore
Singapore
There’s a perfectionist in every one of us. We want to be the quickest, strongest, and smartest. We want to motivate the people around us to be better at what they do, and we want to surround ourselves with the right people to climb with us.
Scouring the landscape for a perfect talent fit is certainly a challenge to relish and behold. We like to think we can see through the garrulous pretense of every interviewee to extract his or her essence. We take pleasure in asking the one question that wrecks the entire soul, and in walking away smiling to ourselves about making the right decision.
Yet, unless there hasn’t been even a modicum of conflict in our offices, we aren’t such perspicacious judges of characters at the onset of a new hire. We can be better, though, with some judicious planning, beginning with:
Lay everything out in the open. What the company plans to achieve in the next year, what the job truly requires of the incumbent, what the person can expect in remuneration and responsibility growth. Nakedness prompts more nakedness. Any reservations that the prospective hire can have will be revealed, giving you an opportunity to question them.
It’s not just you who benefits. When mutual understanding is thorough, better decisions can be made for both parties. That’s why we at Canon want to know about your business and how you see it changing over the years. This is how we can select the printer that perfectly aligns to this growth from our comprehensive range of multifunction mono and colour printers. Whether a new person or equipment, the right investment can go a long way.
Once this first step is complete, it’s time to put your judgment to the test.
We’re not talking about the board of directors, but it’s close enough. We need to see how the prospective hire interacts with the various personalities and business functions. Assess the chemistry at first impression, and get multiple opinions from the people who matter.
They say if it ain’t broke, don’t fix it. Well, what we say is, if you have to fix it, let everyone have a hand in it.
Such a diverse meeting still may not suffice, which leaves the final test.
The stage is set. Since you were pleased with the results and you both have agreed to the terms of employment, you decided to let the actions speak for themselves. Many firms protect themselves with a 3-month or longer probation period for new employees. You might be loath to admit it, but a week is often enough to assess if the person fits well.
How a person reacts to a role is multifold. Too little experience presents a colossal struggle, yet too much experience leaves a minimal challenge.
So, always keep the exit open for the person. Schedule a follow-up role review, give a 2-week notice, prepare a handsome severance cheque, or offer a warm handshake for all you care. Whatever you do, don’t settle for a poor fit. Everyone will be happier in the long run. Besides, our time is too limited to have to fix problems that were already foreseen.
Someday, you’ll be full of praises for your young self, that fussy and obstinate hirer who stayed true to perfection.