If you want to move through the recruitment process – read this! If you want to find the right candidate for your job – read this!
For years I have always said that my best hires were people I met along the way and just had to hire. And, I often hire them even when I do not have an opening. The reason: They understand what the organization is about, plain and simple – they just get it.
Most companies looking to fill a position set out to match a person to a job description that often is based on the credentials of the incumbent instead of the current need of the company. In other words, they hire a clone of the last person in the position. But will that yield the perfect candidate? Do you really want the same competencies, skills, knowledge and experience, or could you up your game? Hiring right is a cornucopia of skills, abilities, knowledge and fit.
Hiring the wrong person for a job costs money and time, so there is a need to get it as right as possible the first time. In the world of professional recruiting you will hear search consultants remark that clients want the “purple squirrel” or a “unicorn”- and neither exists. Although you cannot find a mythical creature, you can get close to finding a great candidate. Good search firms come close to finding the “unfindable” and here’s how.
A strong search consultant is just that, a consultant. He or she takes the time to understand what you and others truly want and need from the role. Wipe the slate clean, forget about the past, and ask, “What do you want from this new employee?” “What should (and should is the operative word) the incumbent be doing, what should they be achieving, and what does ultimate success look like for a person in this role?” “Where do they exist?” They rarely, if ever, exist on job boards. They need to be found, and finding takes time and an astute understanding of the ideal profile of the person who will fit the requirements of the position and, more importantly, the culture of the team and the company. Round pegs do not fit into square holes, no matter how hard you try.
Once candidates are developed, they are presented. “Developed” is an important word here. Most job seekers are not good resume writers, nor do they fully express their accomplishments or qualifications. Rarely do they do justice to capturing their cultural traits. The interview screening process is critical to capturing the true essence of the candidate. This vetting process is intense and tests first for the confirmation that the applicant understands what the position and company do. Candidates who have done their homework on the company not only have the critical understanding of the company and the role, but have differentiated their interest in the job.
We routinely set up a few screening questions to weed out the less than serious applicants and, at the same time, we evaluate their writing skills and intellectual capacity. Scrutinizing how the candidate will tackle the new role indicates how he or she thinks and how he or she will act in the new position. Questions like, “What will day 100 look like, what will you have accomplished?” and “When we announce tomorrow that you will join the company what will your network be saying?” We often request responses to practical scenarios of tasks related to what’s needed on the job and what they have done in the past.
Credible stories and examples provide validation of the candidate’s experience and his or her ability to duplicate past successes. These stories can also be corroborated when speaking with references or the candidate’s network. References are a pedantic part of the process. All clients want them and all references are prearranged and prepared. They can be just sentinel if not conducted properly. The more the search consultant can test the real stories, the more he or she can ascertain authenticity and viability of the candidate.
While it is not possible to find the mythical candidate for a position, a strong consultative recruiter will come close and, who knows, maybe there will be a purple squirrel out there. For job seekers frustrated by not making it through the rigor of the hiring process, take heed and differentiate yourself, match your qualifications to the position requirements, know the culture and your potential fit, and be realistic. You can’t make yourself into a purple squirrel!
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Lorraine S. Webb
Lorraine Webb is a human resources and organization development executive with significant experience in the energy and utility markets.
Currently, Ms. Webb is Vice President of Human Resources and Organizational Development for Philadelphia Gas Works (PGW) and is responsible for all human resources and organizational development functions including compensation, benefits, recruiting, talent management, wellness, EEO, EAP, HRIS systems, learning and development.
Ms. Webb and her team have played a pivotal role of building a talent management program and succession planning process in the face of exiting baby boomers, while effectively managing significant challenges in terms of internal and external constraints.
Recently, Ms. Webb and her team were awarded the inaugural 2019 Employer of Choice award by the Office of Workforce Development, City of Philadelphia. This award recognizes exemplary HR practices.
Further, under her leadership PGW won the HR Department of the Year Award in
2011 and has been cited on numerous occasions as a Best Places to Work for
Minorities and Women in Engineering by Diversity Magazine.
Ms. Webb was an honoree for Philadelphia Leadership Awards for Women’s E News, 2010
Adding to her experience in the energy/utility arena, Ms. Webb has worked as an HR professional in the pharmaceutical industry, manufacturing and banking. Ms. Webb is passionate about coaching and enjoys helping professionals and executives reach their full potential.
Ms. Webb is a graduate of Binghamton University and is a member of SHRM.
Tom Sontag
Tom Sontag is the Executive Director, Human Resources at the University of Pennsylvania. In this role, he is responsible for the Learning & Education, HR Communications, Quality of Work Life, and Tuition Benefits functions. Collectively, these provide Tom with the opportunity to pursue his passion for talent development and workforce effectiveness.
Tom has worked at Penn since October 2011 and has nearly 35 years of experience in training and organizational development with large organizations. Before joining Penn’s Division of Human Resources, Tom held training and organizational effectiveness roles for organizations such as Development Dimensions International (DDI), PNC Financial Services Group, Citizens Bank, Drexel University, NRG Energy, and Covance. He earned a BA in English literature from John Carroll University, an MBA with a focus on human resources and leadership development from Duquesne University, and a Ph.D. in educational leadership from Drexel University. Additionally, he has earned the SPHR and SHRM-SCP certifications.
Peggy Verdi
Peggy Verdi is a dynamic Human Resources executive with nearly 35 years of experience in HR strategy, change management, organizational design, executive coaching, team effectiveness, and talent assessment, development and management.
Peggy currently holds the position of Vice President, Human Resources and Administration (CHRO) at Subaru of America, Inc., overseeing all aspects of human resources and corporate facilities & services, its practices, and operations in order to meet the needs of the constantly evolving business.
Prior to joining Subaru, Peggy served as Chief Human Resources Officer at BAYADA Home Health Care and as Executive Director, Human Resources Business Partner/Change Planning at Bristol–Myers Squibb, a leading manufacturer of pharmaceuticals and biologics.
Peggy received a Bachelor of Arts in Liberal Studies with a focus on Labor Relations and a Master of Arts in Human Resource Management from Rutgers University.
Elizabeth Quarello
Elizabeth Quarello (SPHR, SHRM-SCP) is an energetic senior HR leader with over 16 years of diverse experience in fast-paced corporate settings across a variety of industries, including management consulting, architecture, media, and biotechnology and pharmaceuticals. She is a hands-on leader and influencer with a passion for driving organizational change to create positive working cultures that enable organizations and individuals to realize their full potential.
Elizabeth is currently the Senior Director of Human Resources and Operations for Avid Radiopharmaceuticals, a wholly-owned subsidiary of Eli Lilly & Company. In this role, she is responsible for oversight of all HR functions, serves as a key senior leadership member, and oversees operational functions including HSE, compliance, contract administration, facilities management and administration.
Mike Higgins
Mike Higgins is a seasoned Human Resources leader with over 20 years’ experience in leadership development, employee/labor relations, performance consulting and executive coaching programs in the Retail, Financial Services and Healthcare industries.
In his current role as the Senior Director of Strategic Talent Management & Learning at The Children’s Hospital of Philadelphia, Mike leads enterprise-wide talent management activities, including leadership, professional skills, career and organizational development, succession planning, performance management and employee engagement for the Hospital’s 15,000 employees.
Mike holds a Bachelor’s degree in Secondary Education from LaSalle University, and a Master’s degree in Education (Corporate Education/Instructional Systems Design) from Pennsylvania State University.
