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Many times, the simplest solutions are the best ones.
This is especially true when it comes to staffing the successful
organization. Too many managers complicate what can be an essentially
simple process. The key is to function as an excellent investigative
reporter. The first thing a reporter learns is the importance of
the "5W's and an H!" The initial approach to a staffing
opportunity should be to follow those same rules, but being sure not to
overlook the obvious while investigating. An obvious place to start is "who left?" What
position did they hold? Why did they leave? Where did they go?"
When did we find out? How could we have retained them? Perhaps the
initial question is "who has the opening?" What are the
requirements of the position? Where can we find the person needed? When
must the opening be filled? How was the need for the opening determined?
Or, "who is the best candidate? What are their credentials? Where
have they worked previously? Why do we think they're the best? When are
they available? How will they fit in with our group? Beginning the process with a questioning motif keeps us
from immediately plunging into the hiring frenzy. Stepping back and
asking these simple questions can bring a wealth of information. If an
employee left because of a problem in the organization, we cannot expect
to retain a new employee in that position until the problem is fixed. An
employee or employees who leave to take positions at the same
organization give us key information as to our competition - perhaps we
need to examine our policies regarding salary or benefits or vacations.
Why is a new position needed - could other positions be combined to free
up a person? Is the manager merely empire-building? Analysis of a new
position often leads to a reassessment of the organization and a
regrouping which in the end is more effective than an additional person
would have been. Who, what, why, where, when and how. Five simple questions, but keeping
it simple is the key in successful staffing! |
