When companies seek to strengthen their executive teams by luring premier talent from outside the organization, they need to offer potential recruits a compelling reason to make a change, says Tyler A. Ridgeway, Director, Human Capital Resources at Kreischer Miller.
“It’s still a buyer’s market,” Ridgeway says. “At the same time, A-plus players do not lack for opportunities and thus, can afford to be selective. These are individuals who have good jobs and are part of their company’s inner circle. And yet, they have an inner drive to continue to grow. It motivates them to consider new challenges that might satisfy these lofty ambitions.”
The challenge for companies is to craft a plan that entices these talented leaders to change course and join their team. It can be a delicate process that requires both salesmanship and a willingness to demonstrate vulnerability. Care must also be taken to ensure that any new additions will mesh with the existing team.
Smart Business spoke with Ridgeway about how mid-market companies can position themselves to locate and secure the best talent.
What constitutes superstar talent in business?
These are individuals who can help drive a business forward. A players quickly grasp the fundamentals of how a company functions, building both rapport and a common sense of purpose with the people on their team.
At the same time, they are adept at creating healthy tension with other departments that keeps everyone alert and stretching their capacity to achieve new goals. People who fall into this category want to be engaged in the growth of the business and expect to be part of the inner circle that is part of any important decision that gets made.
Does the recruitment of outside talent ever create insecurity on the management team?
Companies should consider internal candidates for management openings. However, if a succession plan has not been developed, it’s often an indicator that the talent within has been assessed and deemed incapable at the present time of filling these positions. If there are feelings of insecurity, leadership needs to find a way to get past that so the company can present a unified front to potential recruits.
Keep in mind that A players will typically study the company they are interviewing with as intently as that company is assessing them. If everyone is not on the same page and offers differing points of view about where the company is headed, it can quickly derail an interview and push the recruit to look for other opportunities.
What role does vulnerability play in the recruiting process?
The willingness to be vulnerable empowers trusted advisers to speak openly about what a company needs to take the next step. These are people who know the company and understand how it functions. They are familiar with what works and they are also aware of that organization’s flaws. If leaders are open to this level of honesty, it can help fill gaps that may be holding the company back.
As the process moves to the interview phase, vulnerability provides an opportunity to learn how recruits view a company’s flaws and what insight they have on how to solve these problems. Remember, these are people who love a good challenge. Businesses that can present an opportunity for a talented executive to step in and elevate that company’s performance, both operationally and financially, often have an advantage over competitors.
The key is presenting the challenge and then offering an incentive that can be obtained when success is achieved. If an executive is recruited to a $100 million company and is able to take that company to $150 million in revenue, that individual will expect to be compensated for his or her efforts.
When the rewards are shared with the existing members of the team, it’s a great away to alleviate any tension that may have existed about the new hire.
Companies that go after A-plus talent need to treat those individuals as they would their best customers. And they need to present a compelling case to these people as to why they should make a change and join a new business. ●
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