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Executives want confidence in selecting key executives and leaders for their organizations.  Simply put, they want to know they are hiring the right person for the right job.

In 1990, Bill Gates predicted that executives would soon be able to have any information they desired at their finger tips.  Today, we have hand held iPhones and Blackberries that really make that possible.  Finalist candidates for any position are a Google away (if you know what you're doing).  

Furthermore, you can find out so much more about people today prior to meeting them.  Information and analysis tools put more research at our finger tips than ever before.  And, knowing everything that you can possibly know about candidates for key positions up front really improves the overall quality of the talent pool for a search.  A search committee can focus all its attention on the 'quality of the hire'.

So, has the information age improved hiring?

Executives and managers still spend more time on people decisions and managing people than anything else they do.  These are the critical decisions that make or break a company and its performance.

Peter F. Drucker, known to many as the father of Management, believed no matter the tools available, people decisions rely on the good or bad judgement of executives and managers.  Here from his Harvard Business Review contributions, he lists the basic managerial principles for making people decisions:

•A bad hiring decision is the hiring manager's responsibility, no one else's.

•A manager's reports have the right to competent leadership and performance accountability.

•Managers must make people decisions well because they determine the performance capacity of the organization.

•Do not put "new comers" into major assignments, leave these risks for those whose behavior and habits you know.

From his studies of the greatest leaders of American business, these were the consistent principles followed across varied personal styles and diverse industries.

Drucker's recommended steps for effective staffing and promotion decisions:

1.  Think through the assignment.

2.  Look at a number of potentially qualified people.

3.  Think hard about how to look at these candidates.

4.  Discuss each of the candidates with several people who have worked with them.

5.  Make sure the appointee understands the job.

To Peter Drucker, sound management and talent selection has its core in using sound judgement to make the best possible decisions.

Regardless of the assignment and tools available to us, we at Career Solutions have and will always follow these steps with the goal to help our clients select the best available talent and to make great hiring decisions.  

If we can help your organization, please give us a call.

Steve Fero, President
(317) 466-9740 x13