The Culture and Employees of a company are two of the most important assets that a company can build upon. Hiring new executives is never an easy task! How many times have you seen one of these scenarios? A new executive is hired and almost immediately makes a positive impact on the company! On the other side of the coin is the new executive that creates more turmoil and upheaval than is good for a company.  


Hiring the “right people” is one of the most strategic, cost saving, and value producing practices a company can implement! The goal is to hire that “every blooming rose” that rejuvenates itself, others and adds great value as they cultivate in their role! The differential is the process of selection of these strategic executives. It is not an easy task to find the executive that is a perfect fit for a role. It requires a unique set of skills of those that are finding the candidates and of those that are in the hiring progression.


Few companies actually have a complete defined recruiting process that includes every person involved in the decision. The first requirement is to truly understand the needs of the company, what is determined as success in the position, and then determine the appropriate skill sets that are required for the role. While this sounds simplistic, it is a procedure that many times is quickly homogenized to get a job brief written and candidates in the pipeline. Next is to have everyone involved in the process in agreement as to the needs to be fulfilled and the skill sets required. Many times in an interview process, those interviewing have different viewpoints as to the issues and the best skills for creating solutions.


The person recruiting must have a strong grasp of the culture of the company and requirements of the role. Understanding the culture goes a long way in the ability to transition the correct type of executive into a role. It would be of great value if they had actual experience in retail, the position and type of company. They need to understand the grassroots culture that allows the company to be successful. Define the culture on paper and then create questions that identify characteristics of the candidate that would be good fit. They must know the basic elements such as the decisions made on a daily basis and on a higher level the talents needed for long term success in the role. Create a detailed job brief that through the overview and requirements immediately creates a clear pathway for the proper candidates to be found. Initially one has to search out those that have the skills on paper. Once those is accomplished, prepare in advance a list of questions that lead the dialogue beyond the resume history and into an understanding of the candidate’s true skill sets, desires and fit into the culture.


Have discussions with the hiring manager and the team that will be interviewing the candidate. Make sure that everyone is concentrating on the same elements when interviewing. Creating a set of leading questions for the interviewers, which delves beyond the resume, can be of great help. Do allow for independent questions to occur where needed. Don’t make first impression or gut decisions as to the quality of a candidate. Take your time and control the interview so that no one is hawking the company and the candidate is not over selling themselves. This is a matching of needs and skills. You need to be looking for the best solution for each party. Consider follow up interviews with a different set of questions with a few that have already interviewed the candidate. Determine that the original decision is the correct one.


This is a broad overview of the methodology in a strong hiring process. There are many more detailed elements, but it allows you some insight to the opportunities and needs of hiring the correct executives. Create a set of recruiting and interview procedures that bring forward those that can be that “blooming rose” and a strong value to your company.


If you have a recruiting need in Merchandising, Planning & Allocation, E-Commerce or Marketing please contact Ric Anderson   214-632-9652  randerson@theretailthinktank.com


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