People, People Who Need People
By: Inger Larsen (Larsen Globalisation)
21 February 2007
Your best sales person has just been headhunted elsewhere, your strategic account manager for your biggest client is soon off on maternity leave - or paternity, depending on where you are, there's a large new project coming in and you'll need to hire new project managers with a specific technical experience and German, plus an engineer, and one of the new recruits is not working out. Being a hiring manager sometimes feel like it doesn't rain but pours.
Quite often in our industry, there isn’t a separate HR department with a dedicated recruiter. It often falls to the hiring manager to "sort this mess out." Files don’t jump from the client and through TM in the most efficient way and with the most wonderful result; files don’t compile themselves…
There are people behind all of these phases, which is why people are so important. Good ones, in particular. You may be able to attract them, but will you be able to retain them? Or maybe you don’t want to? How can you attract the best talent?
Look back at the last year or two, how many people left, how many didn't work out, and what has the growth ratio for the business been? What will it be like for the next year?
Let's say you've got a team of six project managers, and two of them have been with you for three years. If they don't get a promotion within the company, chances are that at least one of them will leave. Good people are ambitious. They will stay in one job for typically two to three years. After that, they will look elsewhere if they can't find their next step in the same company. Either way, they may want a new experience in a different company, with a different culture, learning new skills. So plan accordingly.
"Study the psychology of the individual"
Quoting Wodehouse's Jeeves, I think it might be appropriate to take a moment to reflect upon what kind of people it is that we deal with.
Most of our talent comes from either translators or engineers. Both groups typically attract very bright, detail-oriented and often introverted people. When they move up into project management or team management, not to mention client management or sales, there can be a conflict when we are looking for dynamic extroverts. So, for mid- to senior talent we are often looking for unusual talents within the pool we have got.
How to retain people
People look for a job where they feel valued, reasonably secure, well paid and challenged - in about that order, I think. The tone of a company's culture and personality is set from the top. I have seen that a popular or unpopular operations manager, for instance, can be very influential in how successfully the company manages to retain people.
Money is quite important, but not the major driving factor with most people. Yes, we want to advance every few years in terms of challenges and a salary increase and we want to be paid the market rate, but it is only in extreme cases that it is the major driver for people to leave.
Little things can matter quite a lot. Such as the day off on your birthday, free fruit, social evenings and reward and recognition schemes. With bigger events, like the arrival of a family, the companies that do best are those that cater for life-work balance such as flexi-time and the ability to work from home from time to time.
Stress and feeling overwhelmed by the workload is as detrimental as feeling under-challenged. People don't want to work long hours every day, month after month and never feel they are still not on top of things. Neither do they want the same routine every day for years either. It should take someone about a year to get properly settled into a job, a year when they handle it well, maybe even excel at it, and in the third they will need to be stretched again.
How long to retain?
Companies have very clear personalities; some are “slipper” companies where everything is very comfortable, while the other extreme is what I call the “chew ‘em up and spit ‘em out” variety. There are some companies that want to hang on to people for ever, keep the dynamics the same and hire people with a perfect fit.
Others actually plan with only keeping people for a relatively short time. In some cases, I can understand their business reasons for doing so. Take one company that recruits very bright graduates, using a specialist graduate recruitment company to do so. They train them from scratch, don't pay them very much, they work hard and stay for a couple of years. And then they come to me. Great! This particular company is continuing to do well – they've had the same number of employees and the same annual turnover for the past five years. Maybe that's all they want. Others have grown by 30% year on year.
Personally – and obviously – I am more of a people collector. I think the ideal mix is retaining the majority, with some of the new replacements not just being replacements, but a bit of fresh blood and “new brooms”. That way you get a healthy circulation.
I see companies who look for clones of the ones they have, maybe of themselves. Yes, that will work for many. But I think the odd "troublemaker" can add a lot to a company. Not comfortably, but many companies can get a bit stuck. Get someone in with fresh ideas, who's seen something else, who can add to what you have got. But you have to be prepared to support them.
How to source candidates
First of all, look within your company. Are there candidates groomed for promotion? Internal promotions always send out positive signals. Ask your employees if they can recommend someone. Maybe offer a "finder's fee".
Use your web site wisely. A lot of potential candidates research web sites and send their CVs to the companies that suit them. Sometimes this works, but I often hear that "I sent my CV to them months ago and never heard back." It gives a bad impression. Keeping on top of the candidate flow is time-consuming, so if you don't have the capacity to respond to general job inquiries, only post current vacancies and try to respond to everyone, even if it is a standardized message.
The same goes for advertising either locally or in the industry press.
Where you are based geographically matters a lot more than you might think. It might be idyllic to base the office in the country-side, but it makes it so much harder to attract professional talent. Most of the candidates I come across in Europe have very clear views of where they want to relocate. Major cities and warm locations score about equally high. London , southern France and San Francisco are firm favorite with the vast majority.
It also matters what kind of reputation a company has in the industry. It doesn't only apply to senior, seasoned professionals. It happens equally often that we get translators and engineers who will tell us exactly which companies they don't want to work for, as they have heard about a company from friends and colleagues. It is so prevalent, in fact, that we have created a special field for it in our online registration system.
Some companies use recruiters like us to save time, effort and money. Maybe they have tried themselves to recruit people and not found the right person and it's getting urgent. In fact, the candidate should have started yesterday. We have a pool of qualified candidates from the industry and we already know what they are looking for, where and for how much.
Others go straight to recruiters as a way of planned outsourcing with a clear deadline for the various activities – receiving pre-qualified candidates, interviewing them and start date.
Some come to us very discretely, concerned that a current employee is planning to leave and they don't want to be completely unprepared. Or it could be that someone is not working out.
Be clear about what you want from recruiters. You don't want twenty CVs that you have to sift through yourself, and you don't want people who have no idea they have been put forward for your vacancy. You need maybe five really good CVs from qualified people who want to work with you, in your location and at the salary scale you are offering.
You also need to be realistic about the time it still takes to hire, bearing in mind that you have to interview probably twice and that people have notice periods. Regardless of how you source the candidates, you need to have some basics in place.
How to recruit effectively
First of all, be clear about what you need. Write a job specification with clear tasks and responsibilities. List which qualifications you need as a minimum requirement and which are nice to have. Think carefully about which salary you are going to offer. Make sure it's in line with other employees' salaries, while being attractive and realistic.
According to one text book on effective recruitment , on a scale from 1 to 10, assessment centers and a sharp interview and come in at the top and 7 and 6 respectively, followed by psychometric testing at 5. A badly prepared and casually conducted interview comes in near the bottom, along with graphology and astrology.
Prepare your interview questions well, for instance “Describe a really challenging project you have worked on” and “What do you do when you disagree with your manager?” Get people to talk about difficult situations rather than just their talents.
Use the same questions for everyone; give them all an equal chance. Make notes immediately afterwards, using the same assessment criteria. You should think about carefully and define your assessment criteria long before the interview.
Get as many colleagues as practical involved in the selection process. The ones that have given their thumbs up for the candidate will also be supportive of them when they start.
Hang on to the good people you have got by offering them a good place to work, suitable for different levels of ambition and life situations. Some will still leave, hopefully for good reasons. Plan with how to replace them just like you plan a project. Put backup and succession plans in place; make sure you have a pipeline of candidates and a good process to select the right ones.
If it isn't a Chinese proverb already, let's make a new one: Care about your people, then good people will come to you.
Pictured L-R : The Larsen Team: Inger Larsen, Denise Spacinsky, Costanza Marinelli and Gretta FitzGerald
Inger Larsen is the founder of Larsen Globalisation recruitment, which has provided recruitment services to the localization industry worldwide since 2000, with offices in London , Dublin , Paris and Boston . Before this, Inger worked internationally in localization for 15 years. She is also pursuing an MSc in International Human Resource Management. She can be contacted at .
 Pilbeam and Corbridge. Predictive Validity of Selection Methods.