How to Hire A-Players: Finding the Top People for ... - GIT home page
How to Hire A-Players: Finding the Top People for ... - GIT home page
How to Hire A-Players: Finding the Top People for ... - GIT home page
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82 <strong>How</strong> <strong>to</strong> <strong>Hire</strong> A-<strong>Players</strong><br />
right at me and immediately gave me this answer: ‘‘That’s simple. I<br />
am recruiter in chief <strong>for</strong> my company.’’<br />
As recruiter in chief <strong>for</strong> your company, you own <strong>the</strong> responsibility<br />
<strong>for</strong> identifying A-players and bringing <strong>the</strong>m <strong>to</strong> your team.<br />
Robert made himself available <strong>to</strong> <strong>the</strong> members of this engineering<br />
group as a leader and men<strong>to</strong>r in order <strong>to</strong> build his farm<br />
team. He did not actively recruit everyone he met or hand out<br />
business cards after my program. But he unders<strong>to</strong>od <strong>the</strong> power<br />
and importance of building relationships with A-players be<strong>for</strong>e<br />
<strong>the</strong>y were looking <strong>for</strong> a new place <strong>to</strong> work. He made connections<br />
with <strong>the</strong> seasoned youth in this group and tapped in<strong>to</strong> a<br />
pool of potential A-players. Taking a leadership role in <strong>the</strong><br />
group and showing up at <strong>the</strong> meetings gave him an opportunity<br />
<strong>to</strong> get <strong>to</strong> know <strong>the</strong>se younger engineers over time. He was constantly<br />
interviewing people—whe<strong>the</strong>r <strong>the</strong>y knew it or not. Over<br />
time, <strong>the</strong>se contacts grew in<strong>to</strong> strong relationships, which in<br />
turn generated some great new hires.<br />
Running with <strong>the</strong> Big Dogs<br />
A-players have big aspirations. They look <strong>for</strong> role models, people I<br />
call ‘‘Big Dogs,’’ whom <strong>the</strong>y can emulate and follow. Robert was a<br />
Big Dog in this engineering group. He owned his company and had<br />
50 employees working <strong>for</strong> him. Everyone else in <strong>the</strong> room was collecting<br />
a W-2. The younger engineers wanted <strong>to</strong> get <strong>to</strong> know him in<br />
part because <strong>the</strong>y wanted <strong>to</strong> be like him one day.<br />
If you are a successful business owner or executive, you are<br />
already a Big Dog in <strong>the</strong> professional groups in which you participate.<br />
Whe<strong>the</strong>r you know it or not, you serve as a role model<br />
<strong>for</strong> ambitious people. A-players want <strong>to</strong> work <strong>for</strong> strong leaders,<br />
but un<strong>for</strong>tunately <strong>the</strong>re are not that many strong leaders out<br />
<strong>the</strong>re <strong>for</strong> <strong>the</strong>se people <strong>to</strong> follow. When you invest your time in<br />
a trade association or professional group, you give <strong>the</strong> A-players<br />
in <strong>the</strong> group <strong>the</strong> opportunity <strong>to</strong> sample your leadership style<br />
and <strong>to</strong> get a picture of what it would be like <strong>to</strong> work <strong>for</strong> you.<br />
That experience is <strong>the</strong> first step in hiring <strong>the</strong> best of <strong>the</strong>m <strong>for</strong><br />
your company.