In Good to Great Jim Collins tells us that great companies start by getting the right people on the "bus." The next step is to build on the foundation provided by top talent, and then to involve these smart people in continually defining and refining the company's direction.

We don't need Jim Collins to tell us that there is no substitute for talent. However, this knowledge does not solve the problem of getting it on board. Research shows that most companies are dissatisfied with their recruiting and selection programs. Now, with the hiring climate heating up, is it time to address the problem and hire better?

There are three main reasons that the wrong people are hired. They are:

1. We hire based on personality not job requirements. That means we hire people who are upbeat, who we like, or who are like us. These aren't bad things in and of themselves, but they may or may not have anything to do with the requirements of the job for which the person is hired.

2. We talk too much during interviews so we don't get to know some essential facts about the candidates: do they have relevant style and experience for the getting done what needs to be done to achieve the goals of the position and fit into the culture of the company.

3. Finally, and related to the above, we don't have a method for interviewing that allows us to do an intelligent job of assessing the qualifications of the people we interview.

Although hiring will always be instinctive as well as logical, we increase our odds of using our instincts well with discipline. We need facts before we make a decision. The solutions to this problem are so logical and the costs of poor hiring so great; it is amazing that we don't take the time to improve our skills and processes. To hire smarter, we have to:

• Take the time to think through hiring specifications so we understand the impact of the job, and the skills, experiences and competencies that will do the company the most good and bring great talent to the "bus."

• Learn to interview intelligently so we can evaluate candidates based on the target profile.

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There is no quick fix in moving from mediocre to great hiring practices. In order to succeed you must be committed to learning new skills and to continuous improvement. Lately, I have been working with teams to train and coach them to improve their processes. My methodology is to:

• Conduct a workshop where the hiring team reviews the thinking behind and the mechanics of the two of the best-known hiring systems. A hiring system consists of a method for defining the requirement for the position and for interviewing based on the requirements. One system involves identifying the competencies required for outstanding performance. The other focuses on what the person must be able to get done for outstanding performance. In actual practice, the two overlap. Applying either helps fix the problem. Use these as a basis for developing hiring systems for the company.

• Coach the hiring team until they master the hiring system they select for their company.

• Help them improve other aspects of their recruiting practice.

If you would like to discuss improving your hiring practices give me a call and we can schedule a no-obligation meeting. Even if you don't call, take a good look at your process and see what you can do to avoid the three hiring problems highlighted above.