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By Harry E. Chambers

Each supervisor or enterprise proprietor is aware that the main worthy and scarce commodity is expertise. And it is a seller's market-with scrappy start-ups vying with conventional agencies for the simplest and the brightest, whereas conventional rivals entice them away with versatile merits applications, inventory innovations, and possibilities for development. at the entrance strains are managers, who're hardly ever expert within the finer issues of hiring, yet whose judgements are enjoying an more and more an important position. within the author's trademark no-nonsense, from-the-trenches kind, discovering, Recruiting, and maintaining top Performers deals beneficial principles for successful the expertise warfare through seeing the hiring strategy from the candidate's viewpoint, exploring non-traditional recruiting assets (including the Internet), and motivating humans to stick with the corporate as soon as they have signed on.

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However, this same group of candidates may be lacking in critical leadership skills necessary to fill a longer-term need of having a pool of talent that is capable of filling supervisory or management positions in the near future. The organization may want someone who in three years can be ready to be the manager of industrial engineering and has the potential to lead people. You could hire a very decent industrial engineer yet fail to provide for the longterm needs of the organization. There is also the temptation to identify a critical strength of a candidate and accept that as being a strength for all of the critical characteristics of the job.

Second are the specific technical skills and abilities required to meet the demands of the individual job. These may include testing procedures, operating equipment, calculating setups and tolerances, designing systems, and so on. They are the basic fundamental skills required to do the job. Such skills are often learned through education and experience; the manager can usually evaluate them before the final hiring decision. Of all the areas of assessment, technical skills, education, and experience are the easiest to verify.

If so, you should hire candidates who will respond to those external motivational strategies. Is the work motivating? Are your employees able to see the rewarding and positive outcomes of their work? Do they have the opportunity to witness healing, learning, growth development, and the enhancement of health, safety, and/or welfare in those they serve? If so, the work may be so intrinsically rewarding that you do not have to provide external motivational stimulus—people will tend to do their jobs well just for the experience and opportunity of doing it.

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