WorkPuzzle

Applying What We Know To Be True

One of the things that most parents attempt to teach their children is to respect the people around them.   Each human being innately possesses value and that value should be appropriately recognized regardless of the circumstances.

It is incriminating to recognize that the rules that seem so obvious in one area of life are easily overlooked in another.  This is true in the hiring process—especially as the economy slips deeper into recession and more people find themselves looking for jobs. 

Note what Business Week  recently reported:

"Advice to companies tempted to play hard ball with job applicants as unemployment rates rise: Think again. Employees who say they were mistreated during hiring feel less committed—for years. Researchers at Vanderbilt University’s Owen Graduate School of Management surveyed roughly 100 MBA graduates about how they were hired by their employers. Those who felt they had been treated unfairly were twice as likely to be looking for opportunities outside their company, says Vanderbilt management professor Ray Friedman, “even after five years.”

This research attaches a tangible result to mistreating people in the hiring process.  But, it also speaks to a broader principle:  violating the rules of human behavior has consequences.  And, these consequences can be both far reaching and long lasting.

We can obviously get ourselves in trouble by not knowing these rules of human behavior.     But even if we understand these rules, recognizing how to apply the rules to the situations we face in our daily lives requires experience, thought, and insight.

With some diligent study and effort, the previous two conditions can be met by most anyone.   But, that’s not the point the Vanderbilt  researchers are making.   He’s cautioning us against developing a disconnect between what we know to be right and the actions we display in the execution of our business activities. 

Relationship Credibility and Recruiting

Recruiting is a tough job.  Without the ability to build credible relationships, it can be near impossible to be successful.

Dave’s comments about Relationship Credibility (yesterday’s blog : http://www.workpuzzle.com/workpuzzle/2008/12/simple-rules-of.html ) were confirmed by some comments from Peter Weddle this week.  Here is part of what Peter said in his newsletter:

“Recruiting is a profession that is most accurately defined as the art of forming honest connections with people so they can be persuaded to do what they don't want to do. Unlike a customer in sales, most of our prospects-and especially the most talented ones-aren't looking for what we have to sell. They are already employed and loath to experience the disruption and stress caused by changing employers. They don't want to "buy" our employer's value proposition, and recruiting techniques alone-even the best ones-won't change their minds. Let me explain what I mean.

The definition above has two parts. Both are essential to success:

•  One part, of course, involves the activity of persuasion. We have to present a compelling argument that our opening is (a) better than any other opening out there-the best talent, after all, has plenty of choices-and (b) that our opening is also worth the hassle of their making a change.

•  The second part involves the activity of forming of honest connections with our prospects. We have to convince them that we (a) understand and respect their unique values, goals and needs-what makes them the talented person they are-and (b) have their best interests at heart.
Good recruiters appreciate the first part of that definition and use Best Practices to execute it. The best recruiters, in contrast, are equally as able to accomplish the first part and devote considerable energy to accomplishing the second part, as well.”

Notice the “secret ingredient” that Peter attributes to great recruiters:  forming honest connections with our prospects.   

These honest connections are built on the what Dave called the “substance” of relationship credibility—learning about the other person’s story and then integrating what we have to offer as recruiters into the person’s big picture.

Of course, the process breaks down without honesty.  As a recruiter, do I really have an opportunity that has the candidate’s best interests at heart? 

If I don’t know the candidate’s story, I can’t honestly answer that question. 

If I put my own interests (just getting the job filled) above the candidate’s interests, then an affirmative answer is not an honest one.

This is difficult set of requirements—maybe that’s why Peter reserves it for “great recruiters.”

Simple Rules of Human Behavior

I like rules that make sense. Rules that have a purpose. Rules that are intended to make us more productive people.

Recruiting, coaching and work performance are governed by the rules of human behavior. The rules aren’t always as ironclad as the rules of the physical universe but they are fairly predictable.   While it may seem complicated, our job will be to boil these principles down to rules you can remember and use on a daily basis.

Over the first few weeks, I will gradually list and describe some of the rules around human behavior, and then dive into each of these rules in more detail in the months ahead. I hope you follow along for the ride. 

The Rule of Relationship Credibility

Whether you’re recruiting new talent, coaching a team of high performers, or teaching others to recruit clients, you must understand the concept of relationship credibility.  Ask yourself this question: 

“Can I generally figure out when someone is exploiting me for their own goals?”

I think most of us have a good barometer for detecting when this is happening, and those with whom you’re attempting to build a relationship can figure this out too.

If you want to draw in the very best talent, and draw out the most from them, then you have to understand what the best talent needs from you. Talented people want to have relationships, be understood, and be associated with people who are credible. 

How is credibility built?  It is partially built through ”process” and partially built through “substance.”

The definition of “process” is “a series of actions directed toward a specific aim.”  Consistent and thoughtful follow-up shows that you are dependable.  A well-conceived plan demonstrates integrity in your thoughts.  If those around you perceive that you only make contact when you want something, you will not be perceived as credible. Executing a process will prevent this from happening.

While process is important, substance is even more important.  The substance in a relationship is most easily developed by learning about the other person’s story.  This is vital because it gives both of you the opportunity to assess if joining your team will fit into the remainder of the person’s life story.  With genuine interest comes credibility.

Here’s what you need to know. What drives them?  What are their ultimate goals? How does doing what they’re doing now fit into this goal? How does it fit into their financial, family and retirement objectives? How does it fit into their charitable or church affiliations? How does it fit into their personal development? The answers to these questions will illuminate the foundation of their life story.

If a person knows that you are genuinely interested in them, he/she wants to be asked these questions. Having this exchange will give you the most valuable tool known to managers: relationship credibility.

With relationship credibility, you can begin to integrate every conversation regarding business plans, sales objectives, and talent development into a person’s big picture. This will be experienced as authentic, natural, and mutually beneficial.