We all want to believe that we are looking to recruit, select, and develop top talent. We spend lots of time reading and writing articles on the topic. But, what if hiring managers are not interested?
This article throws a bit of cold water on the topic. It documents a study where hiring managers were shown to doubt the organizational commitment of those deemed the most capable. It was almost as if they were saying, “Why would someone really good want to work for us?”
There are several issues at work here. But, what they boil down to is a bias among hiring mangers that negatively affects their selection processes. Sure, I can imagine anecdotal evidence (“Yeah, we hired that one really bright person, but she jumped ship as soon as she got a better offer.”), but I don’t think that this is a data driven decision.
What this also underlines is the importance of developing a culture that encourages top talent to stay. There’s no question that selecting the right people will drive business performance. And having a culture that acknowledges and rewards high performance will do so as well. When hiring managers feel that top talent will not stay, it is really an indictment of the culture rather than an accurate prediction of management’s view. How can you fight this?
- If managers do not think top talent would be committed to your organization, they should NOT be involved in hiring.
- Those who are doing the hiring should be able to provide a realistic preview of the organization, but should also be able to succinctly describe why people stay. And I’m not just talking about a good cafeteria. They should be able to provide examples of people who have found challenging work over time in the organization.
- If you are speaking with hiring managers who show an anti-talent bias, ask them what needs to be changed so they would believe that top talent would want to stay.
- The best way to fight bias is with data. You should be able to study turnover rates by talent bands (contact me for tips on this). This way you can either show people that top talent does not leave any faster than other employee groups or demonstrate to executives that this is a problem that needs to be addressed.
Organizations should strive for selection processes that identify top talent and cultures that nurture them. Do not let bias against hiring top talent work against these two initiatives.