Tips and Answers to Your Questions
Human Resources

Recruitment During Times of Transition

Strategic restructuring always involves organizational change, though the amount and exact nature of the change vary with the type of restructuring. The creation of a joint program, for example, means that two or more organizations need to work together around a particular programmatic issue as well as a (relatively limited) set of logistical/structural concerns, while a merger involves the full and complete "blending" of two or more separate organizations, and the creation of what is essentially a new organization.

In either case - and in all cases in between - there is a period of transition. When we think of organizations in transition, we do not typically think of the recruitment of employees as a pertinent human resources (HR) issue. However if an organizational transition is to involve more than simply the replication of old patterns, it is often necessary to bring new skills to bear on the changed - and thus new - workplace. Normally it is preferable to grow those skills inside the organization. Sometimes that is simply not possible, however, given the immediate needs of the organization(s) and the urgent need for new competencies.

Trying to recruit during an organizational transition is like trying to bring someone on board a boat in the middle of a storm. Your footing is unsure; the direction not as clear as it could be, and the promises you make to a new crewmember might be limited. You are trying to make it an appealing place to work, without promising more than the current crew receives.

Below are some questions that leaders who need to recruit new staff during transitions should ask, and some "tips" for the hiring process.

How do I define what we need in a new role?

Begin with the end in mind. Do not think of replacing someone, or even think in terms of job titles. Think in terms of functions, contribution to strategic direction, and an increase in organizational capacity. Keep in mind that your organization has changed, and what you want to do - and need to do - in the future may be different than in the past.

How do I identify skill sets that are either missing or need development within the organization?

Some organizations take this opportunity to review the current catalogue of skills possessed within the organization and highlight those skills that are still needed for increased competence and effectiveness. Think of the organization as a single entity; a person with strengths, weaknesses, potential, blind spots and pitfalls. Look at significant accomplishments, setbacks, and organizational reputation, and then articulate what you need to either create or develop within the organization in order to make the transition to a post-strategic restructuring organization successful.

What am I really looking for and what evidence do I look for with applicants?

In any hiring situation, you should be looking to find evidence of:

1. Can do: Can the person do the job that we need? Does he or she have the have the skills and strengths necessary to do this job in a changing organizational environment?

2. Will do: Will the person do the job? Are the motivated? Will they do what is necessary to make an impact?

3. How fit: How will this person fit within our culture and existing staff? How will they contribute toward the creation of a new, shared culture among the organizations joining together in the strategic restructuring effort?

Four rules for hiring smart

1. What you know changes, who you are does not.

While we select for skills and qualification, we hire a person. The skills and qualifications deal with the can do described above. The personal qualifications are found in the will do and how fit. These latter two are especially important when hiring during a transition process - a time that can be both particularly stressful and fluid for some.

2. You can't find what you are not looking for.

You have to know what the ideal candidate will bring to the table. Often we fall into the trap of simply replacing rather than recreating roles, or of hiring more people to do the same kinds of work, instead of looking at how the work and the needs might change due to the strategic restructuring. Spend the time and energy to articulate, in detail, what you really need.

3. The best way to evaluate people is to watch them work.

Hiring contractors or temporary workers and having an experience of them tells you much more than 15 hours of interviews and a binder of recommendations.

4. You can't hire people who don't apply.

Cast the net far and wide. You want more candidates than you can handle. The worst reason to hire a person is that they applied; they are willing to take the job; and well, no one else applied.