Hiring is one of the most important processes in your company. Everything flows from the decisions you make when you bring people onboard, as they will help to shape and implement the rest of your strategy. From the highest level executives to the most basic entry level positions, everyone has the potential to contribute far beyond their job description (positively or negatively as the case may be).
Hiring effectively, to get your company what it needs, is vital, and there’s a better way to do that.
It’s tempting when you’re hiring, to simply create the traditional roles most companies have and hire people who are a good fit for those roles. That approach is tried and tested, but it ignores the specific needs of your business, and the flexible start-up culture that dominates in the 21st Century. So, if you’ve got a stack of copy and pasted job descriptions, throw them away, and rethink.
The important thing you need in your business are the right skills. If you’re a tech based business offering a service, you need the technical skills in your business to maintain and upgrade the service so you can be sure your service is reliable always available when it needs to be, and competitive, offering innovations to keep at the front of your market.
You’ll also need sales skills, to pitch your services to clients, as well as HR and the other administrative backbone services for your company. Traditional ways of thinking would stratify this off into different roles, keeping your Sales team separate from your Developers, and HR insulated from everyone else, offering support.
If you allow these skills to cross pollinate, you could find the benefits by far outweigh the risks of innovation. A Developer with the client facing charisma and drive to take Sales pitches will be able to sell the product more effectively: they know it from top to bottom. They also get direct insight about what potential clients look for in your software and can feed that back into the development process themselves.
When you’re hiring, organise by planning a ‘skills budget’ – the hours of input you need in all the core areas of your business, and try to hire people with the skills to fill that budget out. It’ll mean you have an unconventional workforce, with a diverse background, but that only makes you more suitable for a diverse global market.
If you find yourself with a skills deficit, like completing a specific project, you could work with Interim Management to fill out that need without needing to hire more permanent staff and upsetting the careful balance you have constructed in your company.