We decided that finding people with aptitude, passion, and enthusiasm was worth a LOT more to us than finding someone who had written for a niche industry for 10 years, or had 15 years of agency experience. Yep, it means more work for managers, and probably less productivity for those employees up front, but we think it’s worth it in the end. Why? Here are five reasons to hire for attitude and aptitude versus experience and a lengthy resume.
What makes for a successful Social Media Manager? What do you aim to look for in the people you hire for this highly exciting, super busy, changing-as-we-speak position? This position didn’t exist even as recently as five years ago – do we even know what we should be looking for?
Now, with tech companies like Facebook receiving criticism for their lack of diversity (only 31 percent of Facebook’s employees are women, and at 57 percent, most are white), tech companies with a glut of roles to fill at their growing companies are wondering if algorithms might be able to find the most qualified candidates in a hiring process that seems, at first glance, blind to the biases that are currently drawing criticism.
One of the most common question that I hear in the 6 years that I’ve been actively managing social networks is “How do I hire the right person or company for social media”? This is truly a difficult question to answer because, in every case, most businesses are different. Secondly, all social media managers or social media management companies have their own culture. Most businesses fear that their new hire or company will destroy the reputation and branding of the company.
After you’ve posted your job openings, you’ll probably start to receive an influx of inquiries. To cut your time in half, the use of online tools can help to speed up the process and narrow down your search. Not only should you review their resume, but be sure to review their social media pages. Often social media pages can tell a lot about an applicant giving you further insight as to whether they’re good enough for the job.
I worry, sometimes, that we take the process of hiring, onboarding, coaching, developing and managing the performance of sales people too casually. Too often, managers tend to treat sales people as commodities.
Show of hands, how many people remember when getting hired was all about putting your best foot forward during a face-to-face interview and hoping they liked you? Or when an interview was the first opportunity you had to make a good impression? These days, when the hiring manager says, “tell me about yourself” she probably already knows more about you than you think.
Picture the scene: you’ve advertised for a new employee, conducted the interviews and selected who you think is the ideal candidate. Their first week of work rolls around and it goes without saying that you’ve got high hopes.
Communications is not a science; it’s an art so it’s very difficult to put data around hiring a firm. But if you like the people, like their philosophy, and they do all of the things listed in this post (and can prove it through case studies and references), you’ll have a good match.
I was in a meeting the other day with the executives of an organization that is right on the tipping point of success. But when we asked what they do differently than their competitors, the silence was deafening.