Hire right because the penalties of hiring wrong are huge.
—Ray Dalio
Michele Harmon
In September of 2021, I cautioned readers to take care in hiring executives.
The article was titled Buyer Beware. In that article I pointed out tips for reviewing resumes. I wrote about a specific situation, and it is worth discussing again. I called a newly hired executive, a Nomad.
The only expression I could come up with after looking at the experience was, what were they thinking? The executive had eight or nine jobs with at least nine employers in less than 12 years.
In less than one calendar year, the same executive resigned and moved on to another position elsewhere. The phone constantly rang the first morning the news broke. Why? Because I predicted the quick departure months before to colleagues and friends.
Past behavior predicts future behavior. Avoid hiring executives with a list of jobs with no tenure. Do the research. How frequent has the same excuse for a quick departure been utilized when moving on to the next opportunity?
Utilize the Human Resource (HR) department. Background checks for executives go well beyond a criminal history and a drug screening. The HR department must verify every position on the resume and check degrees, dates of acquisition of said degrees, and certification and license credentials, including current certifications and licenses.
However, HR departments can only do so much. The hiring managers need to pay attention to details and not be impressed with charisma and charm.
Changing jobs every year or two demonstrates a couple of things. The candidate interviews well but lacks the skills and expertise to do the job long-term. The candidate interviews well but plans on using the job to get to the next one and build their resume.
If the Nomad is offered the job and takes it, be prepared for that individual to make profound changes and then leave, causing morale to decrease at the very least. Another word for this type of leader is a slash and burn leader. In the beginning, they look great to their boss, but they act with no mercy to those they demote, transfer, force to retire, or fire.
If the candidate sounds great but has not made an effort to learn about the company, the corporate culture, and the community, they may be a Nomad. One size does not fit all, and we know the Permian is like no other place. We love it, but learning how to win friends and influence people takes time and mutual respect.
If the candidate is not planning on bringing their family, they are probably a Nomad. Interested candidates will volunteer information about their families and relocation plans. Renting an apartment or house is another bad sign of their future tenure with the organization. If they can afford to buy a permanent residence and instead live long-term in employer housing, that is a red flag.
If the candidate’s resume includes promises to leap tall buildings in a single bound, check their past supervisors to see if that is true. Who makes great things happen and then leaves in two years or less? Did they leave a positive legacy or turmoil? No one stays forever, but if they had done an excellent job in the past, some of their work would sustain for years. Their past supervisor might hint at their job performance if they left a mess. Here is a tried and true question for a past supervisor: Would you hire that person again, or would you look at other applicants first?
If looking to fill an upper management position, the candidates must be willing to explain every key position they have held in the past and why they changed jobs. If they volunteer their job history and do not make 100 percent sense, then be extremely careful about hiring them.
In Good to Great, Jim Collins might call the Nomad a fox. According to Collins, there are foxes and hedgehog employees. Collins considers the hedgehog the guy that minds his own business but beats the fox every time. The fox is busy pursuing many ends all at the same time. When a job candidate self-identifies as a multi-tasker, run and do not walk to the nearest exit. If job candidates say their best work is last-minute work, race to the nearest exit.
The best performers are hedgehogs because they simplify complex things into working ideas that will guide the organization. The hedgehog has a piercing insight that allows them to see through complexity and discern underlying patterns. Hedgehogs see what is essential and ignore the rest.
Executives need to be critical thinkers. According to an article in Entrepreneur by Deep Patel in 2018, critical thinkers need to demonstrate abilities of observation, curiosity, objectivity, introspection, analytical thinking, identifying bias, determining relevance, inference, compassion and empathy, humility, willingness to challenge the status quo, open-mindedness, awareness of common thinking errors, creative thinking, effective communication, and active listening. The article is worth looking up and found at entrepreneur.com/article/321660
Executives demonstrate perseverance and communication skills. They need to manage their time and be willing to acquire new knowledge.
Executives work well with others. Soft skills are acquired at an early age, and taking turns and working in teams implies these individuals understand the basics of communication that allows for the back-and-forth exchange of ideas and information. Executives that withhold information for power are toxic.
Executives need to be flexible. One thing in this world is certain: change—the Permian changes with each boom and bust.
Executives must go the distance with the organization. When hiring, remember that previous behavior predicts future behavior. Let HR do the research and listen to the results.
Somebody once said that in looking for people to hire, you look for three qualities: integrity, intelligence, and energy. And if you don’t have the first, the other two will kill you.
Warren Buffet
_____________________________________________________________________________________________________
“Your employees are the heart of your organization.” Dr. Michele Harmon is a Human Resource professional, supporting clients in Texas and New Mexico that range in size from five to more than 3,000 employees. Email: micheleharmon1@gmail.com