Rajat Taneja, EVP & CTO at Electronic Arts thru Linked In. enhanced by Peter@Wiz4.biz 3/13
3. Hire for UNCOMMON strength
· This is an old Peter Drucker principle that is an anchor tenet in my organizations. Most often interviewers look for and hire prople for minimal of weaknesses, but everyone has their share of weaknesses. Focusing on finding candidates who have the least amount of weaknesses will lead to mediocrity. Hire for uncommon strength and then put the person in a role that uses that muscle will result in having a “gung-ho” passionate team – whose spirit will be infectious.
4. Don’t throw new employees into the deep end of the Talent Pool – Mentor
· As important as the hiring process is the on-boarding (orientation) process of an organization. Many companies bring in new hires and after a brief orientation of the company policies & benefits, drop them into the deep end. It is expected that the new employees will learn on the job, or by working with an assigned mentor and by finding & reading anything they require. This is like hiring the best quarterback for the team and not teaching them the playbook. A structured on-boarding process is instrumental to transform a new hire into a fully contributing member of a team.
5. SMART goals
· Setting ambitious – but clear & quantitative goals – is helpful both to giving clear definition on what is success and removing any uncertainty on how it will be measured. Setting goals with the most clarity helps everyone in the team. We follow the simple rule of SMART goals . . .
and ensure every goal is tied to the overall mission and objectives of the organization.
[ Enpower, Respect & Termination continues in the next Premium Content ]