Emotional detachment can be viewed as a harsh character flaw under certain circumstances. Let’s face it; it is tough to deal with someone who seems uncaring and unapproachable at best. It is also fair to say we have been conditioned to only accept things that have been properly sugar-coated to our liking. Under these conflicting conditions, it can be tough for the leader of an organization to fill the necessary rolls in that organization with employees who not only can go the distance with them, but actually aspire to do so. This is where different hiring approaches come in to play. Hiring dilemmas are the norm, and the type of hiring blueprint a founder chooses can mean a world of difference.
Will the model for hiring employees be based on the desire to build “a family-like culture,” or will it be based on the objective of building a “formal hierarchy,” which calls for employees who are well-equipped with “functional skills” (Wasserman, 2012)? Both of these approaches have good points and drawbacks. Being treated like family at work can be beneficial. In this type of environment, employees may be willing to settle for less pay, do more work, and have an overall better attitude toward their jobs. The drawback is that allowing employees this type of freedom can create workers who are less likely to respect the authority of their superiors, causing a breakdown in the employee/supervisor dynamic. Some would say the formal hierarchy would be the better approach of the two. Afterall, this method promotes a higher sense of executive and management control and a structured work environment more prone to enticing those who “can make big contributions and achieve significant goals” (Herrenkohl, 2013.) Unfortunately, the problem here is it can be tough to establish clear lines of communication between founders and their employees.
The approach used to establish the model for hiring employees relies heavily on the vision of the founder and how objective and emotionally involved, or aloof, he or she tends to be. Notably, there is no flawless plan for recruiting and keeping key employees. Avoiding the pitfalls of hiring dilemmas is tricky and requires a lot of planning. Acquiring top-notch talent is a necessity for a business to grow in leaps and bounds. How a founder and his or her team goes about this process can mean the difference between finding bodies to fill positions and finding talented candidates who are all in.
Resources
Herrenkohl, E. (2013). How to Hire A-players: Finding the Top People for Your Team- Even if You Don’t Have a Recruiting Department. Hoboken, N.J.: Wiley.
Wasserman, Noam. The Founder’s Dilemmas: Anticipating and Avoiding the Pitfalls That Can Sink a Startup. Princeton, N.J: Princeton University Press, 2012. Print
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3 replies on “Rolling with the Go-Getters”
Your assessment of how much a founder influences those first hires is spot on. To your point, a founder must be objective about his or her actual needs in defining the skills and abilities necessary for the position. Without that objectivity, it is incredibly difficult to hire A-Players. They are often, as you suggest, merely finding bodies to fill positions.
I think this is where a seasoned recruiter can come in. Finding an experienced recruiter to help think through the needs, assist in developing the job description, and finding an individual with the right mix of skills is essential for a founder. Would you agree?
All the best,
-David
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David, I agree whole-heartedly! Thanks for reading, and thanks for your comments!
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Employees definitely want to feel like they are part of a “family” when it comes to company culture. I was more inclined to work longer hours, volunteer my resources, and portrayed an overall better attitude when I felt appreciated in the workplace. Creating professional working relationships that foster a sense of family make the difference. Good read!
Best,
Tanaya J.
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