The success of a business relies on having a good team at your back. When you can delegate and rely on talented professionals, you’ll be able to grow your business well and sustainably. If you want to take things slow, here’s a plan you can follow to hire your top performers this year.
Month-by-month plan to hiring your top performers
This plan can be followed more quickly than is laid out, but we broke the steps down by month to keep from overwhelming your current, already busy team.
Caution: If you leave too much time between a candidate applying and a job offer, you risk losing that candidate to another opportunity.
January: Research job boards
Be proactive, rather than reactive in your hiring process. In addition to posting job openings on your careers page, go out and find where high performers are. Some platforms allow you to post jobs, and others allow you to peruse profiles to see who you’d like to reach out to.
Identify three or four job boards that you can scour for applicants, and then post your openings on five or six.
February: Put together your top 10 choices from each platform
Once you get all of your information together, put together your top 10 choices (profiles) from each platform, and select your top 10 applicants from the channels where you posted a job listing.
These will be candidates who meet all your minimum requirements on paper, and ideally who also meet your preferred qualifications. They should have relevant experience, and their resumes should demonstrate achievements you want.
March: Reach out to your prospects
Reach out or reply to your top prospects, and get the conversion going about their availability, work permissions in the country, and other factors that may not be stated in their profiles/applications. If everything checks out, and you’d like to move on, go to the next step.
April: Set up a quick interview with HR
Create a calendar where they can schedule times to come in or do a virtual interview with HR. Human resources should be able to gauge whether the candidate is a good cultural fit for the company, and whether his or her behaviors and personality would benefit the company.
May: Select your top candidates for a test task
From there, take your top 5 or so candidates to move to the next step. A test task is still work you’re requiring these candidates to do, so it should be paid.
Make sure the task is something you will use anyway, to avoid wasting time and money vetting these candidates. For example, if you’re hiring a writer, ask for a blog post you can put on your blog. If you’re hiring a developer, have them try to fix a bug or work on a dev task that has to get done anyway.
The test task will bring your candidates into contact with the teams they would be working with, and will demonstrate the candidates’ communication skills, teamwork abilities, and skills in action.
June: Get feedback from your internal teams
After your candidate has completed his or her test task, ask your internal teams for feedback. Anyone who came in contact with them professionally should have an impression of how they work, skill level, and how easy they are to work with.
July: Set up interviews with c-suite and the departments they would work with
Candidates who completed their test task successfully, delivered good work, and weren’t a nightmare to work with should get scheduled for an interview. They should talk to the departments and teams they’ll be working with directly in the position.
August: Make your selection
By now you’ll be armed with the feedback of HR, internal teams, and your candidate’s skill level, ability to deliver, and communication skills. This is enough to make your selection, put together an offer package, and send it out to your candidates.
September: Wait on their replies and signatures
Once you’ve sent your offer, expect negotiations to take some time. They may ask for a while to think on your offer, or accept right away. Some candidates will reject your offer.
For those who accept, get all the paperwork, NDAs, any required medical exams, and other legalities out of the way.
October: Onboarding and introductions
Your new hires should know who they will be working with, in what capacity, and they should understand the company structure.
Onboarding entails they have access to all the accounts they need to work, they are equipped with company email addresses, and understand their role and responsibilities.
November: Ensure they have everything they need for success
Once your new hires have gotten properly introduced and onboarded, make sure they have everything they need to hit the ground running. This could take some time as they settle in to their new roles, and figure out what else they need.
December: Follow-up on their progress, get feedback
When your new team member has been working in his or her role for a few weeks, follow-up and see how their progress is going. You could ask questions like “do you see any gaps in our processes?” or “is there any skill you have that we could be utilizing but aren’t?”
Getting a fresh pair of eyes in an organization is valuable for growth and innovation, and in no time your new hires could evolve into valuable team members.