Setting and Keeping Standards

The story of a rapidly growing tech company, which recently went public, features their CEO’s approach to (among other things) hiring and maintaining a high standard of performance. Simply put, they set the bar high and they keep it there.

Their hiring process is stringent, to say the least. The company put together a list of traits, attributes and characteristics they are looking for in potential team members. These items form a baseline for applicants which may earn them consideration, and they are ranked by importance and impact. These are non-negotiable irrespective of other considerations including experience, references, recommendations, etc.

Overseeing this process is an internal team which looks little like a traditional HR function. They continuously review candidates against these established standards. Not surprisingly, few make the cut. In fact, they reject more than 99% of applicants. Those who are brought on board may breathe a sigh of relief but only briefly. This same team constantly evaluates the performance and contribution of staff members. Oh, and one more thing. They, along with the CEO and the leadership team, monitor behavior.

For the latter, they won’t hire or retain anyone who isn’t polite! And these expressions of “good manners” must extend beyond how they interact with senior executives. It speaks to how they treat each other, peer to peer. In other words, they don’t hire or abide “jerks.”

At a recent GCLI workshop (cgleadershipinstitute.com), a company CEO spoke of one of the most challenging decisions he’s ever had to make. A senior executive, in whom he had given significant responsibilities and decision-making authority, was performing at a very high level, at least as far as he could see. His interactions with this individual were upbeat and worthy of confidence. All good. Until he returned from an extended vacation with his family.

“A near mutiny” is how he described team members' reaction to this person while the CEO was away. He made it a point to speak with several team members to get their direct input. What they saw was the polar opposite of what he had been seeing.

He dismissed this individual immediately knowing that he would have to take on a larger role, at least until a replacement could be identified and hired. The appreciation shown by the rest of the team and their improved mood and performance were clear indicators of an excellent decision.

What are your standards when considering new hires? How is this process implemented and maintained? Who is involved in the hiring process and what is your “batting average” for successful hires?

For more information on ways to improve the hiring, on-boarding and development of your team members, contact me at joe@ajstrategy.com.

The preceding content was provided by a contributor unaffiliated with Printing Impressions. The views expressed within may not directly reflect the thoughts or opinions of the staff of Printing Impressions. Artificial Intelligence may have been used in part to create or edit this content.