CREJ - Multifamily Properties Quarterly - April 2015

Change perspectives when identifying talent

Lynett Brockman CEO, Career Options Recruiting Solutions, Denver

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As a recruiter, I want to share something – there has always been a shortage of great talent. This is especially true for multifamily properties. From development and construction to the operations and qualified vendors, all teams require great talent to make properties successful. The fact is, when business is slow, top performers will always compensate for the less-qualified contributors. This is not an effective business model, but it is one that everyone knows.

The first step is to have a conversation about the talent of your team.

Often, actions need to take place quicker than many realize. When business is booming, issues created by average or poor performers on workforces can become detrimental. The boom portion of the business cycle can leave your top achievers feeling overwhelmed and unable to realize success, while mediocre performers continue to drain energy and negatively impact your bottom line. The mediocre performers will rarely leave a company voluntarily.

If you do not address these problems for top achievers, your competitors will appear with a solution, drawing them to their company. Recruiters are not the only ones who have their eyes on top talent. Eliminating the weakest players may leave you with the scary proposition of promoting from within or taking a chance on recruiting from outside. There is the fear that neither option works. But with weak players on the team, your plan is not working anyway, which is a waste of time and money.

To compound the challenge of promoting within or hiring new talent, the selection process used by many hiring managers is unrealistic, unimaginative and ineffective. There are many ways to identify the talented and the engaged. Superstar employees do exist.

But you may have to change your thinking to recognize them.

Recruiting The Right Candidate

The safe and obvious choice is to bring someone in who has experience and tenure in his previous positions, along with the perfect degree or certification. The satisfaction that comes from checking boxes can be good in stressful situations.

The Great Recession presented us with some of the highest unemployment rates and business failures in this country. Traditional career paths were rerouted, disrupted and some ended early. It is important to see the world as it is and not how it was.

How do you change your thinking? Begin by changing how you view the possibilities. The following are four examples of avenues to explore: Preretirees. These people are strong contributors with impressive track records who are ready to change focus at the end of their career. Recognize them and their potential. You may benefit and learn something along the way.

Early career. Those who have graduated in the last 10 to 15 years are greatly overlooked. They do not have the amount of experience yet to be considered for certain positions, but the only way they can gain that experience is by working. Someone took a chance on all of us, and now is the time to share an opportunity.

Returning military. Many employers assume that the U.S. Department of Veterans Affairs takes care of our returning military. The resources available through the VA are not as streamlined as one would hope. Be sure that searches include veterans and invitations for interviews are extended.

Workforce diversity. Qualified candidates come from all backgrounds and circumstances. The diversity that comes from being an equal-opportunity employer can generate extensive contributions. Examine your preconceived notions because typically they are limiting.

A change in perception is like getting a new pair of glasses. When you can see clearly, you are amazed by what you were missing.

The important thing to remember when creating an action plan is that identifying great talent is your end game.

• When creating a job description, think in terms of attitude and sensibility first and look at qualifications second. People who are motivated and driven by success can learn most things quickly.

• Are there driving forces prohibiting members of your team from developing certain skills? Consider if it is time to invest in their careers. If you do not invest in them, it is likely that another company will.

• When you identify an amazing candidate internally or through outside sources, hire them. When you find the right person it means that your process worked. Don’t delay in bringing someone on. Take action and get out of the hiring process.

Navigating Change

There is a fear and preconceived notion among many managers within companies who worry, “What if we train our people and they leave?” The argument is valid, although the counterpoint is, “What if we don’t train our people and they stay?” Sometimes companies lose their top performers, people they trained. On the other hand, an employee’s move could be the result of a company’s inability to support continued growth. If the loss of an employee comes as a surprise, consider allowing open conversations in the workplace – conversations that can take place without penalty. Anytime an employee elects to go to a different company, make sure they feel valued and always welcome to return.

The atmosphere created by these attitudes can do wonders for retaining other employees.

Bring your best effort every day and expect the same in return from each employee. It creates an environment of accountability and leads to a successful operation, so everyone benefits. These thoughts can start a discussion and provoke change.