How to Find and Hire Great Employees

Floating in the Sea of Recruitment- The 7 C’s:

Allan Hill, in his article in Forbes Magazine, states:

Over the course of my career, I’ve hired hundreds of people. Some were exceptional employees who were major contributors to our success. Others didn’t work out. In most cases, when an employee left or was terminated, I was the problem. Those dismissed were good people. I just did not know how to properly hire new employees.”

This is a very enlightened statement. How many HR practitioners would take this position of personal accountability?

It’s easy to find blame with someone or something else in any hiring process. HR Practitioners can always blame the hiring system, the candidate, or the external available pool of candidates. Our challenge is to take accountability for the processes that we create, monitor, and implement.

Allan Hill’s article can help you by using the s 7 C’s of hiring.

Click here to read the article.

Take a few moments to review the article and the 7 C’s. As you think about recruitment; what process you would use to evaluate the 7Cs: resume screening, testing, interview, role play, case studies, and environmental scans?


Hiring Competency

How will I evaluate or measure?

1 Competent
2 Capable
3 Compatible
4 Commitment
5 Character
6 Culture
7 Compensation



In order to make the recruitment process valid, reliable, and ultimately successful it takes insight, processes, and rigour on the part of the HR Practitioner. Is it time for you to raise your professional game?


Discussion Questions:

  1. Pick 3 of the 7C’s of hiring, how would you suggest these get incorporated into the recruitment process?
  2. How can building a comprehensive recruitment and selection process help to bring accountability to hiring new employees?


HR Practitioner & the Hiring Manager

Working the relationship

All too often, we, as HR Practitioners fall into the trap of ‘owning’ the entire recruitment and staffing process. Is this because we want the control, or, is it because the supervisor does not want to take it on? After all, it is HR’s responsibility to ensure that the process is done effectively from the very beginning, before a vacancy is even created, to the very end, when the successful candidate is in place and working with the equally successful hiring manager.

We do all of the work and yet, final decisions are, typically, not in the control of the HR Practitioner.

Click here to view the article.

Our challenge is to find ways to work effectively with the hiring manager in order to ensure that good decisions are made. HR recruiters, as noted in the article above, need to work and understand what managers are looking for, and also, to whom they are connected. HR may have a central role in any organization, but we may not have expansive knowledge about business practices or required expertise to fill specific roles as positional or subject matter experts.

Source: Tumblr. The above content constitutes a link to the source website.

Sometimes we impose our own HR processes and timelines on to the overwhelmed and overworked hiring manager, who does not understand or appreciate why ‘our’ processes and timelines are important. If the HR Practitioner is able to make pro-active connections with each hiring manager, then there should be mutual benefit for both.

Discussion Questions:

  • Do you agree that there can be mutual benefit for both HR practitioner and Hiring Manager, if proactive connections are made?
  • What steps can you take when assigned to work with a hiring manager who is too busy to commit to ‘your’ HR processes?
  • What can you do to pro-actively encourage a positive decision-making result when working with a hiring manager?