Before office dinosaurs ruled the business world, managers interviewed and hired employees based on who they thought would perform best in the job. They also had the freedom to fire those who weren’t performing and to give raises as they saw fit based on performance. As the company grew, HR departments started helping managers with the hiring and firing process. In theory, it all made sense and usually worked well. HR professionals were trained at screening candidates, following applicable laws, and describing corporate benefit plans. Managers even liked that some of the tedious process of interviewing was no longer on their plate.
I have worked for large companies, sold to large companies, and consulted with large companies, and I am always amazed at some of the procedures, policies, and strategies they implement in the name of cost savings or efficiency. Some of these strategies last for years, if not decades, until someone with some common sense looks at the process with a different lens. Over the past few years, some of these dinosaur strategies have become more evident. New technologies have created tremendous opportunities for companies to drive innovation, enter new markets, and cut costs. Yet, these decades-old practices thwart innovation and inhibit creative managers to drive change within their organizations.
One of my goals in starting Relus Technologies has been to create an exceptional work environment. Last year, we were named one of the best places to work in Atlanta, so I think we are well on our way to that goal. We created an industry-leading compensation plan for our Infrastructure, Cloud, and Staffing teams, which undoubtedly has more upside than most plans in our space. But, for 2015, we have added a few new things to our sales compensation plan to ensure we retain our best employees and attract more team members with great skills.
Throughout my career, I have started small companies and worked at large Fortune 500 companies, and in both scenarios there was a strong belief in conducting annual planning sessions to prepare for the coming year. A little over a year ago, I founded Relus Technologies, my fourth start-up, and we are now going through this same exercise. I have learned a ton in past iterations of business plans, and I will hopefully use some of this knowledge in preparing our 2015 plan.
This blog was published on Relus.com
A blog post about five reasons employers should hire tennis players recently grabbed my attention and thoughts. While I agree (and like to hire athletes in general), I feel the qualities possessed by a competitive swimmer are even greater. So, given the choice, hire both. But, if you can only hire one – pick the swimmer!
In my career I have interviewed hundreds, probably thousands of people. In nearly every interview, I have usually wrapped up with something like “So, do you have any more questions?” Candidates have often done well in the interview for 30 or 45 minutes only to kill themselves in the end. My top 10 worst ever actual candidate questions are as follows: