The Passive Candidates vs. The Unemployed Candidates

passive candidates

When it comes to vetting candidates for a role, there are many factors to consider. What’s the culture fit? Does the resume experience align? What do reference checks reveal? Is the job applicant currently out of work, or simply a passive candidate? Here, we asked a handful of business leaders to dive into the passive candidates versus the unemployed ones.

The Passive Candidates vs. The Unemployed Candidates

Be Cautious

As millennials start to dictate the new hiring trends, it’s sometimes hard to distinguish between an active and a passive job seeker. Side hustling has become a way of life, and if the job seeker has completely put his/her career on hold, waiting for another job opportunity, then it raises a red flag with me. It wouldn’t necessarily be a stop sign — I would still interview them, but I would try to raise the question and pinpoint their exact situation.This is a great gray area, but it is really telling for businesses looking for specific skills — especially the companies seeking extremely proactive people.

– Neil Napier, CEO of JobRack

Seek Out Passive Candidates

As an organization who headhunts top performing salespeople, we target gainfully employed (or passive) candidates. Why? In the sales industry, candidates who are employed, or have longer job stays, tend to be A-players. If they are unemployed, or have shorter job stays, it’s an indication to us as recruiters that they were either let go for not meeting targets or quit because they weren’t generating sales, thus not earning commission.

While there are some exceptions, we only go after gainfully employed salespeople. So to us, it is extremely important.

Tips for other organizations: Headhunt these candidates yourself. Don’t go looking for passive candidates on job boards or websites such as Indeed or Monster. The gainfully employed candidates aren’t spending their days applying to jobs. Find them through social networks like LinkedIn, and reach out to them with the opportunity.

– Taylor Dumouchel, Executive Sales Recruiter at Peak Sales Recruiting

Look For Other Qualities

You might think that passive candidates hold an advantage, considering that they are currently working. But that’s not always true. Although the economy has generally recovered from the most recent economic downturn, the unemployment rate is by no means low. There are still plenty of qualified folks out there looking for work. And while this is something to pay attention to, it is probably a mistake to factor someone in or out based upon any particular status – passive or unemployed.

Instead, look at other more reliable characteristics such as a solid work history, stellar references, or even smaller things like showing up for the interview on time with a well-written resume, as a quick example.

You might want to vet an unemployed candidate a little more thoroughly than a passive one, such as finding out why they have yet to find a new job, but either candidate could potentially be a benefit to your organization.

– Andrew Schrage, CEO of Money Crashers

Seek Out Quality, Regardless Of Employment Status

As a business owner I would have more problems with a passive candidate than an unemployed one.

When I’m vetting a candidate, I look more at their skills and dedication to their craft than whether they are employed or not.

As a very specific example, if I’m looking for a social media manager and I come across someone who is unemployed but has been studying for a few years and really knows his craft, that candidate would have a lot more potential to me than someone who is passive and doesn’t seem to care that much about his work.

When it comes down to vetting, I would always recommended looking into what work your perspective candidate has done in the past. Have they had any successes with their profession? Can they prove that they are a professional at their work? You can also research and ask open-ended questions about their profession and see what type of answers they give to evaluate if they sound right for the job.

You should also never rush into hiring someone. Always give it at least a few days after your interview to think it over and decide if they’re right for the position.

– Alex Reichmann, CEO of iTestCash

When it comes to vetting passive candidates and unemployed candidates, what’s your approach? Let us know!


Y Scouts is a leadership search firm that finds purpose-aligned and performance-proven leaders to help organizations achieve their missions faster. Ready to supercharge your leadership search and get the right person in your organization? Contact Y Scouts.

How To Hire Better Conscious Job Candidates

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We’re proud to be featured in Conscious Company Magazine! Y Scouts Co-Founder & CEO Max Hansen offers some important insight on recruiting.

Hiring the right people is essential to helping your conscious business thrive. Here are 4 expert tips for getting it right, from the start.

The saying, “If you build it, they will come” does not apply to finding conscious candidates. You have to put the work in during the hiring process, or you’ll struggle to find the right people.

Here are my four best tips for getting conscious candidates in the door.

 1 // CULTURAL ALIGNMENT COMES FIRST

Before you consider professional skills, focus on culture and purpose in your job descriptions. This will help attract like-minded people and repel those who don’t fit in. At the interview, look for cultural, purpose, and values alignment by talking about the uniqueness of your organization. Then, listen and watch for cues to see if the candidate relates. Caveat: Be aware of how your job advertising terms might appeal to different populations, and make sure to switch them up to attract values-aligned candidates with varied backgrounds, experiences, and perspectives.

 2 // HIRE PEOPLE WHO WANT TO LEARN

Let’s be real: No one likes a know-it-all. And if you’re a conscious company, everyone around you is always learning. Seek out relentless learners by asking questions like, “What are you learning right now?” or “When was the last time you did something for the first time?” Candidates’ answers (or the lack thereof) will tell you right away if they love learning or think they know it all already.

 3 // SLOW DOWN THE HIRING PROCESS

Speed kills during the hiring process. The challenge is that you’re itching to check it off the to-do list, so you end up dealing with the pain later. Making a bad hire means you’ll not only have to undo the mistake and redo the recruitment, you’ll also have to repair the cultural damage from a mis-hire. Slow, thoughtful hiring ensures that you find the best possible candidate.

 4 // DON’T RELY ON ADVERTISING ALONE

Hiring the best of the applicants is different from hiring the best possible person. In today’s market, the best talent is already employed. Relying solely on job postings and the candidates who apply is risky. Ask yourself, “If I could hire the best possible person for the role, who would I hire?” Chances are it’s not the best resumé you received from your online posting.

Instead, create a target list of potential candidates or companies where they might be found and pursue them proactively. When you’ve identified someone as a possible fit and started the conversation, you control the initial dialogue and get to dig in on the cultural and mission-fit topics that matter to you. Proactively talking with a potential candidate before they know the needs of the role and company also allows you to better match up professional competencies. If you focus on what the best possible outcome looks like both in terms of culture and ability to perform, you should reap the benefits of a diverse, high-performing team.


Max Hansen is CEO at Y Scouts, which is in the business of finding purpose-aligned and performance-proven leaders who help organizations achieve their missions faster.


Y Scouts is a leadership search firm that finds purpose-aligned and performance-proven leaders to help organizations achieve their missions faster. Ready to supercharge your leadership search and get the right person in your organization? Contact Y Scouts.

Detecting Deception & Lies In The Recruitment Process

lies in the recruitment process

Recruiting can be tough. But it’s even tougher when you detect a red flag during your interactions with a candidate. This comprehensive guide will help you determine if a candidate you’re attempting to recruit might be fooling you.

Detecting Lies In The Recruitment Process

Zeroing In On Any Non-Specifics

As a general rule of thumb—and it may not directly point to lies in the recruitment process—but if a candidate does not provide very specific stories with details, you should remain skeptical. Does he or she talk in general platitudes or clichés? Is the candidate unable to recall specific stories or examples around their generalities? If the answers to both of those questions is “yes,” the candidate might simply be saying what he or she thinks the interviewer wants to hear, rather than truly backing it up with a memorable story.

Think about it. If someone were to ask you about some of your toughest moments, the things you are most proud of, your biggest learning lessons, you’d have some concrete examples. It may take you a second to remember, but if a candidate fails to recall specific examples or stories, it should make any recruiter nervous. This is not to say the candidate is definitely lying. However, it certainly raises a red flag.

Burned Bridges?

Furthermore, when a candidate is incredibly slow in delivering a list of references, it could be a cause for concern. This means he or she is unwilling to put you in touch with former supervisors or subordinates. “I don’t want you to talk to my boss, and I sure don’t want you to talk to people I’ve managed in the past.” Those are usually signs that the candidate might not prove as great of a fit as you might believe.

Body Language & Verbal Contradictions

Other forms of lies in the recruitment process might include nonverbal cues and contradictions when recounting stories. Contrary to popular belief, avoiding eye contact and fidgeting are not surefire signs of deception on the candidate’s part. However, you might take note of a candidate touching their face, crossing their arms or leaning away. Of course, many mannerisms stem from the pressure of an interview setting, but in recruitment, it’s smart to always be wary of these potential signs.

Another way to detect deception and lies in the recruitment process? Watch out for a candidate who delivers contradictions in his or her stories. This could clue you in on a candidate who’s describing things that may not have happened at all, or happened in a way other than the candidate describes.

Don’t be fooled during your next recruitment process! Do you have more questions regarding detecting deception and lies in the recruitment process, or do you need assistance finding the right people for your organization? Let us know!


Y Scouts is a leadership search firm that finds purpose-aligned and performance-proven leaders to help organizations achieve their missions faster. Ready to supercharge your leadership search and get the right person in your organization? Contact Y Scouts.

How Long Does It Take To Find A CEO?

How Long Does It Take To Find A CEO

So, how long does it take to find a CEO, taking into consideration the research process, the interviews, the candidate lineup, and so forth? In short, you must “go slow to go fast.”

Let’s first expand on the “go slow to go fast” component of hiring an executive.

Thoughtfulness in Hiring

The notion of going slow to go fast is a belief Y Scouts holds. The most common and traditional metric that organizations use to measure the effectiveness of their talent acquisition system usually falls under one of the following two categories: Speed to fill, and cost per hire.

So, how fast do we fill and how cheaply do we fill? Both of those metrics assume that quicker and cheaper is better.

Our argument at Y Scouts is, neither is really true. If they were true, would we be in a situation where 70% of the workforce in the United States is fairly disengaged with their work? We found them really fast, and we hired them really cheap—but everybody’s unhappy. Of course, those two may not be directly correlated. But an argument can be made that if we were a bit more deliberate and thoughtful about our hiring decisions, and candidates were a bit more thoughtful about where they choose to work, we’d probably be in a better spot.

how long does it take to hire a ceo

Thus, the notion of “going slow to go fast” means if you have a hiring need at your company, don’t allow speed to fill the role to be your only driving force, or your primary driving force. Instead of looking at hiring as a task to check off the list (“I have to fill this job”), take a step back and ask yourself, “If I could add anybody to this role, who would it be and what would he or she bring to the table? What kind of success would this person deliver?” Then, use it as an opportunity.

In addition, ask yourself: “Who are the other people greatly affected by this role in their company?” Then, gain their perspective as to what they think success in that position looks like—whether it’s the CEO or VP of Marketing.

Time

Next, how long does it take to find a CEO for your company? On average, probably between four and seven months. This is the person who’s about to be the face, the leader, and the ambassador of the organization. That’s an important role to get right. So, hiring quickly won’t line up as the best strategy, and it may require more damage control down the road.

There are plenty of examples of bad CEO choices. Ron Johnson was hired away from Apple Retail (he was the Senior VP of Retail there), and was brought on as the CEO of J.C. Penney. Within about 18 months of him taking over as CEO of J.C. Penney, he got fired. Keep in mind—it’s not because he wasn’t a good CEO; he was the wrong CEO for the company.

how long does it take to find a ceo

J.C. Penney failed to truly define success in that role. It adds up logically; if J.C. Penney is struggling as a business and sees Apple retail lighting the world on fire—sure, go get Apple’s Chief Retail Officer and make him the J.C. Penney CEO. It’s retail. Retail equals retail. The way Apple approaches retail is incredibly different from the way J.C. Penney does. Therefore, there was a complete misalignment in leadership philosophy, culture, and overall strategy. Those things could have been easily vetted for on the front end, but they probably just got excited about, “Hey, I think we can hire the Senior VP of Retail from Apple to be our CEO, and he’s going to save the day.” That’s not what happened. It was a giant disaster. 

Creating A Roadmap For Success

When hiring a CEO, whether for a major corporation or a small nonprofit, you need a search committee. Before even starting your search, don’t go looking for anyone until you know what you are seeking.

how long does it take to find a ceo

It’s equivalent to saying, “Hey, let’s go on a trip! Where do you want to go? Well, let’s actually just get in the car and start driving.” Hiring is much the same. Map out a strategy. Don’t just jump in the car and start driving and figure it out as you go. That’s how a lot of companies hire, unfortunately—but Y Scouts is changing that landscape.

Do you have any other questions about how long does it take to find a CEO? Let us know!


Y Scouts, a leadership search firm, finds purpose-aligned and performance-proven leaders to help organizations achieve their missions faster. Ready to supercharge your leadership search and get the right person in your organization? Contact Y Scouts.

CEO Search Committee Best Practices

ceo search committee best practices

These CEO search committee best practices will help guide you toward a positive decision for your whole organization. Whether it means diversity of opinions, a solid interview process, an investment of time, or other factors—the pieces will come together to foster a sturdy, successful CEO search committee.

Follow these principles when a search committee looks for a CEO.

CEO Search Committee Best Practices

Great People

The committee has an important role. Thus, the first step is to ensure that those selected for the committee are truly invested and willing to dedicate their time, talents, and resources.

Diversity of Opinions

Make sure you have diversity on the committee—more specifically, diversity of thought.

You don’t want a bunch of ‘yes’ people following the lead of one person. Rather, you want to encourage a robust conversation around what each search committee member’s vision for success of the role looks like. Some of that may be very similar, but oftentimes, asking the right questions and allowing everybody an opportunity to share their perspective prove critical elements.

The diversity of thought on a search committee can lead to a phenomenal outcome, where you have peers who might see things a little bit differently. The power often lies within the differences. You can build a much more holistic position profile, and a better informed one, than if you were just taking the advice from one person.

Solid Interview Process

One of the best CEO search committee best practices involves the interview process. Once you start interviewing candidates, the search committee must very deliberately provide each member participating in the interview process a set of assigned questions. Each committee member should focus on a different aspect of the candidate, whether it be purpose, values alignment, expertise or leadership style.

Every search committee member should also have predetermined set of questions that they are armed and ready to ask so that the interview experience is well choreographed. Furthermore, those questions should be consistent for each candidate, so that everyone is measured by the same measuring stick.

Investment of Time

The time investment can have various interpretations. Often, if you are elected, nominated or you volunteer for the committee, nobody from the committee does the actual searching. They help set up the search, and then participate in the interview process once the team narrows down the final candidates.

It takes time to compile a thorough list of places to look for a new leader. Plus, it takes time to pinpoint the qualities to look for in a new CEO, and designing a method for how to seek out this candidate.

It may take a time investment of 1-3 hours on the front end to properly create the position profile. In the interview process, it could call for perhaps 90-minute to two-hour interviews per candidate. It depends on how many candidates they have lined up for interviews, which varies quite a bit.

All in all, you’re probably looking at an investment of a dozen hours or so from start to finish. This number is not unreasonable—but the CEO search committee best practices take consideration and a time commitment.

Negotiating Compensation

Typically, the search committee must have a strong feeling regarding what the proper compensation level for the candidate should be. Whether or not the search committee will take part in the actual negotiation depends upon several factors. Is there a search firm involved? Or does the company enlist their own recruiting department? Determining each person’s role in the process is one of the top CEO search committee best practices.

What other CEO search committee best practices would you add? Let us know!


Y Scouts, a leadership search firm, finds purpose-aligned and performance-proven leaders to help organizations achieve their missions faster. Ready to supercharge your leadership search and get the right person in your organization? Contact Y Scouts.

Our Solid Approach To Employee Reference Checks

employee reference checks

Employee reference checks are one of the best ways to garner outside perspective on a potential new hire.

Asking references the right questions is the first step. At Y Scouts, we take a three-pronged approach to employee reference checks that you’ll want to mull over before your next hiring spree.

Employee Reference Checks 101

The Y Scouts method of identifying a top job candidate includes three descriptors:

  1. How does the candidate drive results?
  2. In what way does the candidate help develop others?
  3. How does the candidate practice relentless learning?

Here’s the solid Y Scouts approach to tackling employee reference checks using our list of exceptional behaviors practiced by a true leader.

Driving Results

Frame the reference questions around specific times the candidate has driven results. For instance, was there a project that showcased his or her leadership skills? Dig deeper to learn how the candidate approaches team and individual projects.

At Y Scouts, we perceive a candidate who can truly drive results within a role as a leader.

It’s also a good idea to see what kind of energy the candidate brings into a room, and how that might have boosted workplace productivity or work enjoyment. Furthermore, understanding how the candidate was a driver of results will help you picture what success might look like with him or her in your office as a new hire.

employee reference checks

If you have overseen others in that same position, what separated this candidate from the top performer in this role? What could he or she have done differently for you to say this candidate was #1?

Overall, pinpoint how a potential new hire in your company has exemplified leadership from driving results. Employee reference checks will help steer you in the right direction.

Developing Others

Another excellent item in the Y Scouts approach to employee reference checks involves learning how the candidate has helped develop others. For instance: How would this candidate rank compared to others in the same position who have reported to you over the years—in terms of developing others?

Aside from growing as a leader, it’s important to know how the candidate has helped others blossom in their roles, too. 

Through the Y Scouts method, a reference check should reveal how a candidate took the initiative to help others complete their best work. How he or she handled delicate situations with fellow team members speaks volumes, too. This second category opens the door for a reference to disclose specific examples of the candidate’s efforts in leadership.

Relentless Learner

A candidate must exhibit a willingness to learn and to apply new knowledge. This third tier of the Y Scouts leadership characteristics is crucial in employee reference checks.

What did the candidate teach you and learn from you (or other sources) while he or she was working with you?

Delving into workplace challenges that frightened or excited the candidate helps determine how he or she fares as a possible leader on your own team. Furthermore, the way in which a potential hire responds to various challenges can reveal traits of a relentless learner.

employee reference checks

Does this leader seek out new knowledge and fresh ways of approaching projects? References can also provide some of the most reliable ways to discover this. Thus, employee reference checks—when considered using the three Y Scouts leadership qualities—can help you hire a true relentless learner.

Takeaways

Y Scouts uses these three categories to identify the best of the best leaders for a business. Whether it means gauging how the candidate performs under pressure or measuring strengths and weaknesses, this design helps smoothly guide the hiring process.

Employee reference checks are not necessarily about asking a certain question. Rather, they allow the reference to provide an open, honest assessment of a leader. These references know what it’s like to work with this person. They know if the leader is exceptional, good, or merely average. Our Y Scouts clients want exceptional, so the three-tiered approach helps us place great leaders within great companies.

How do you tackle employee reference checks? Let us know!


Y Scouts is a leadership search firm that finds purpose-aligned and performance-proven leaders to help organizations achieve their missions faster. Ready to supercharge your leadership search and get the right person in your organization? Contact Y Scouts.

Why Purpose Matters As Much As Expertise & Experience

why purpose matters

Ensuring that a new hire aligns with a job description’s required experience and expertise is one thing. But considering candidates who align with purpose—the reason why the company is running—is crucial in hiring.

Here’s why purpose matters.

Lie: Functional expertise + Industry experience = Success

Truth: Purpose & Values alignment matters as much as functional & industry experience

Too many employers cling to the belief that success means experience combined with expertise.

The missing piece, however, is how well personal values and purposes for working align with those of the company. Furthermore, job advertisements may not help you execute a successful candidate search with all those factors in mind.

why purpose matters

Why Job Ads May Not Help You Find Mission-Aligned Talent

Job ads are excellent for getting the word out that a company has openings. And for broadcasting the jobs that are more entry-level to non-leadership. If you’d accept somebody joining for a matter of months, and then continually replacing that role, run job ads. They help many people get a start. We all were at an entry-level point at one time in our careers, too.

There’s certainly a place for job ads, but selectively choosing new candidates in order to pair expertise with value alignment requires deeper digging.

Giving Job Ads A Facelift

If companies continue to use job ads for mid- to higher-level roles, they should use the ads differently.

Stop giving candidates the laundry list of what they’ll do and what they need on the resume to be considered. Instead, discuss these:

  • The mission of the organization.
  • The types of people who mesh well there.
  • Then, highlight a few high-level initiatives or outcomes that the role must deliver.

Use the job ad to ask, how would you deliver these types of initiatives or outcomes? What would you do to help us achieve this? They can then express why purpose matters in a job.

why purpose matters

This approach lets candidates send a resume as backup, as well as demonstrate how they might tackle the job. This gives them a spirit of empowerment and shows why purpose matters in a position.

The real document employers should use as a qualifier is a synopsis of how the candidate would accomplish the desired outcomes. It serves as more of a project-based approach to finding the right talent.

Why don’t people like their jobs?

Why are companies nowhere near as productive as they could be?

It’s from an overemphasis on hiring only for performance.

Companies need to reach short-term financial goals. To reach them, the mindset is to hire people who can do the job.

Of course, it would be foolish to hire somebody who doesn’t know what they’re doing. But the true accelerator of performance lies in an emotional alignment.

Missteps In Hiring: Why Purpose Matters

Hiring for performance and for a track record of success is logical and holds a large place in the hiring process. But minimizing or excluding the connection an individual has with the company’s mission presents another face of the coin.

If you fail to factor in the purpose connection, or assume that you will work it out after hiring them, you are making a mistake that could require some damage control later.

The purpose, values and culture alignment that we emphasize at Y Scouts is not an attempt to discredit performance. It’s to highlight how the emotional piece holds equal importance with the logical piece.

It’s why purpose matters.

You must be able to do the job functionally, because you have a track record of performance. And you also must care deeply about and align with the organization’s mission, values and culture.

When that happens, performance accelerates exponentially.

Y Scouts is a leadership search firm that finds purpose-aligned and performance-proven leaders to help organizations achieve their missions faster. Ready to supercharge your leadership search and get the right person in your organization? Contact Y Scouts.

Why More Candidates Isn’t Necessarily Better

y scouts

Smaller pool, better fish?

Lie: Casting the widest net is the best recruitment strategy

Truth: Precision is better; less is more

One of the biggest lies in the recruiting world: fishing for hires among bigger pools of candidates results in better talent. Some choose to do so by posting job ads. Here, we debunk that myth to help you maximize your hiring strategy and see why more candidates isn’t necessarily better.

why more candidates isn't necessarily better

1. Too overwhelming for the hiring process

Filling the web with a pool of job ads doesn’t work incredibly well for a number of reasons.

For one, anyone can apply to any job ad they see. This means an organization receives so many resumes that their staff can’t handle the sheer volume. This often leads to one of two outcomes:

  • Candidates never hear back from the employer
  • Candidates end up not getting the job (because a company can only usually hire one person per role).

Thus, the lion’s share of people have a lousy experience.

The employer side reveals that, based on the number of applications that roll in thanks to a job ad, people can’t possibly review and respond to every single individual that applies in a way that honors them for who they are, and for their experiences and skills. It’s too overwhelming.

Still wondering why more candidates isn’t necessarily better for successful recruiting?

Let’s first explore if job ads work.

They certainly work to get the word out that a company is hiring and can share the details of a particular role. Will an ad embody the ultimate source of success in matching the right candidate to the right role? That’s another question to ask yourself when hiring.

Employee referrals still may constitute the largest source of successful hires that any company can make. If companies rely solely on job ads, they may be misguided and need to have other options working for them.

Ads are a great way to advertise that a company has openings. But using them as the main source of hiring or expecting the best of the best applicants is perhaps a dream world. Putting job ads on blast for all to apply is one reason why more candidates isn’t necessarily better.

2. Potential brand damage from casting too wide a net

why more candidates isn't necessarily better

Running a job ad is certainly not a brand-damaging factor. What can be damaging is that if a candidate is interested, applies for the job but never hears back or simply receives an auto-response.

They may view that as a negative experience, which could lead to brand erosion. Companies have to consider how they treat people when responding to—let alone acknowledging—an application.

Job ads can make it harder to foster a positive application experience. Don’t let that method of recruiting reflect poorly on you as a company.

3. Narrower search recruits the best of the best candidates

Let’s take restaurant managers, for example.

They hold ultimate responsibility for bringing in hourly line staff. Often, they simply need to place a body to a job. When running a restaurant, you need cogs in the wheel for the wheel to turn. Even if it’s a slightly less aligned cog, but willing and able nonetheless, you’d hire the cog.

The work may not be glamorous—standing in the hot kitchens and getting grease burns—but job advertising can work if the employees have positions they don’t need to deeply care about.

If your company wishes to hire someone who will love the work and mesh well with the company culture, don’t rely on job ads. You’d face a pretty tough slog.

Find other ways to pull in talented hires, such as employee referrals. Most talented people may already be employed. Although you can still find excellent people in transition, they won’t be as reliant on job advertising—whether on a job board, in a newspaper, at a career event or on social media.

The talent gems will often use their their networks to connect them promptly to their next opportunity. This may be the clearest reason job ads may not help you attract the best candidates—and why more candidates isn’t necessarily better.

Weeding through a sea of fish to find the true pearls means leveraging connections and being deliberate in recruiting.

So, make it a point to find the best of the best. Take your time. Avoid brand damage that could detract great employees from joining your company. Leverage connections and referrals to find top talent. Use job ads for the right reasons, and you’re sure to build your best team yet.

Y Scouts is a leadership search firm that finds purpose-aligned and performance-proven leaders to help organizations achieve their missions faster. Ready to supercharge your leadership search and get the right person in your organization? Contact Y Scouts.

Why The Paycheck Isn’t The Main Motivator For Talent

Why The Paycheck Is Not The Main Motivator – And Why You Shouldn’t Lead With Pay

It’s time to drop the pay and pick up the purpose.

A recent LinkedIn survey of more than 20,000 professionals found that the number one reason why people leave a job is for better pay. That clocked in at about 49 percent who would accept a new job based on higher pay. If success depends on whether a recruiter can convince candidates to switch jobs, is leading with pay the right or wrong approach?

Here’s why the paycheck isn’t the main motivator, contrary to what you may believe.

Lie: The best way to attract talent is to pay more

Truth: Purpose & Mission matters more than pay

Let’s say you post a job advertisement broadcasting a higher salary at your company. This tends to bring in candidates who are there for the wrong reason.

If you lead with pay, you will attract people that will come work for you for pay. This means that the next time they see a job ad from a company advertising a position that pays more than yours, they’ll leave your business. The candidates will simply keep bouncing for that next dollar.

why the paycheck isn't the main motivator

Why The Paycheck Isn’t The Main Motivator

If you care solely about making money and you can afford to pay high salaries in order to accomplish your profit goals, feel free to lead with pay. However, if there’s a deeper reason you’re in business—a purpose behind why your company exists—lead with that. Pay will fizzle out as the primary driver of why people choose to enroll in wanting to help you achieve your mission.

Why are 49 percent of people saying, “The number one reason I’d leave my current job is for more money”?

Many of those 20,000+ people may work in roles that serve as just their jobs. They may have no alignment to the mission of the organization. Unfortunately, they have probably experienced the story told to us all.

Work is supposed to be a drag.

You need to make money so that you can live a fulfilling life later.

Work just provides a necessary means to an end.

If you can find a better means that gives you more money to create a better end, then go for it. Who knows what portion of that 49 percent simply work for companies and do jobs they don’t love? If you love what you do, you’ll begin to minimize the importance of money in the equation. Of course, you need to make money, but it won’t become the primary driver of how you approach the job search.

why the paycheck isn't the main motivator

The true reason why the paycheck isn’t the main motivator? A company’s mission and values should encompass the factors that match a candidate to a job. Not money.

If those areas provide alignment, as well as in workplace happiness and finding meaning within a position, a difference in pay won’t matter.

Y Scouts is a leadership search firm that finds purpose-aligned and performance-proven leaders to help organizations achieve their missions faster. Ready to supercharge your leadership search and get the right person in your organization? Contact Y Scouts.

Why The Time To Fill Recruiting Metric Hurts Your Hiring

the time to fill recruiting metric

Recruiting is a time-consuming process, period.

Why do we celebrate the time to fill recruiting metric? Does prioritizing speed in recruitment produce the best hiring results?

Most organizations believe that the most important measure of their recruiting teams success is in their time to fill ratios. We don’t. We believe that slow is the new fast in recruiting. Take your time. Don’t settle.

time to fill recruitment metric

How you spend your time in the recruiting process is what Y Scouts is challenging leaders to rethink.

When a job opening becomes available, the natural question to ask ourselves is, “How quickly can we fill the job?” The problem with the question is that the best answer is “fast.” Fast equals better. At least that’s what we’ve been led to believe.

But what happens if you fill a job really quickly?

Often times, you will spend more time cleaning up the effects of a rushed hiring decision. When the time to fill recruiting metric is a priority, it is easier for misalignment on values, cultures or mission to occur between an employee and an organization. That’s when you’ll find yourself doing damage control, fighting fires and working on helping people work together that maybe should not be working together in the first place.

The “time to fill” metric has grown dangerous. Does it correlate to faster equals better? If you can fill a job faster, has that yielded better people delivering better performance in the jobs? There’s no correlation between how fast you fill a job and how well that person does the job; they’re mutually exclusive.

Slow doesn’t equal better, either.

It’s about having a crystal clear image of who you are as an organization and knowing what you stand for. It’s about knowing who are the types of people that fit really well with your culture — who believe what you believe and have the skills you need to deliver what success in a job looks like.

Taking far too much time to fill positions can also present challenges. In April 2016, the national average time to fill hit an all-time high of 29.3 working days, according to the DHI Hiring Indicators. That’s a staggering figure, and many recruiters see lowering that as their one objective.

But if you take your time to really define your culture, behaviors and skills, you will end up having a precise picture of the right person that can integrate into the company and perform the job. It’s crucial to do that part right to prevent hiring the wrong person for the job. Don’t focus too much on the time element.

It may sound counterintuitive, but slow may actually be much faster in hiring.

Not slow just to drag it out. But slow to take a methodical approach to defining every step along the way of what really matters. By defining who, why, how, and what success looks like, you’ll end up having a clearer picture of who you need to hire. Then, once you start interviewing people, you can bounce them off of that image of clear-cut standards of success that you have.

Stop using “time to fill” as a metric. You are bound to spend a lot of time in the recruiting process. Spend it wisely and make sure to get it right the first time, so that you are making the best possible hiring decision.

Y Scouts is a leadership search firm that finds purpose-aligned and performance-proven leaders to help organizations achieve their missions faster. Ready to supercharge your leadership search and get the right person in your organization? Contact Y Scouts.

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