HR isn’t a department, it is a competitive advantage: if you make it one. There is much pressure that constantly under to grow, as well as heavy talent competition all around. But, CEO of 1871, Howard Tullman, learn from Centro, an ad-tech firm about their HR strategies and the ideas.
There are four main concepts which are relevant to any fast-moving and fast-growing business today are:
In conclusion, here are four primary HR strategies for fast-growing business from Centro study case:
The only thing better and more rewarding than finding and recruiting a super talented new employee is learning that the prospect in question actually sought out your company and found you. Never mind that this is highly efficient and cost-effective, it tells you that your culture is spreading beyond your four walls and that you’ve succeeded in developing an authentic, word-of-mouth (not manufactured) reputation as the one of the places to be.
You can’t make this stuff up–you’ve got to live it every day and model the behaviours that matter. But as you do, and as the critical attitudes and actions spread from the CEO throughout the entire company, you will quickly learn that nothing is more contagious than a shared vision and a set of sincere and compelling corporate values. In the best companies, people don’t come for the job, they come to be part of the vision and to spend their time in a place that values and appreciates them doing work that makes a difference.
A definite key to successful retention is the idea that all of the employees need to feel cared about and listened to by the company’s senior management. An important part of all great companies’ cultures are the (sometimes apocryphal) stories passed down over the years; of special efforts, extraordinary gestures, and honored commitments by the founders and senior management as well as instances when they put the welfare and concerns of the employees ahead of their own.
Centro has plenty of those tales, especially during the 2008 recession, when the first people to take pay cuts were the senior executives. But even more important has been the ongoing need for each employee to feel and believe that the company is committed to his or her own continued education and growth. Centro pays 100 percent of employees’ tuition for educational courses each year. Bottom line: If your key employees don’t see a commitment, a path, and a future full of promise, they are unlikely to be sticking around.
Centro has a reputation for promoting from within, and it is another important element of the overall company culture. But if you’re looking only at your existing employees for new management, you’re not likely to be introducing the change agents and alternative thinkers that you’ll need to drive real innovation. Companies and systems get stale without new blood and people with different perspectives being added regularly to the mix.
Similarly, Centro has an amazingly successful employee referral system that pays its team members a cash bonus for each new hire they refer. This in-house program has historically accounted for more than 50 percent of new employees, and it’s working like a charm. But it’s not sourcing a diverse enough population of leads, because the vast majority of the folks the employees know tend to be like them and look like them. That hasn’t helped the company identify the kind and number of qualified minority candidates that it needs to broaden the overall work force.
So Centro is looking into other channels, including outside recruiters. But the most important thing it’s doing is focusing on rapidly advancing qualified minority employees into higher levels of management so that there’s increased visibility and concrete demonstrations of the company’s commitment to this goal.
Centro prioritises skills and character in its hiring. You have got to have the right skills to make the cut, but you are not really welcome if you don’t have the character and the values that the company was built on from the beginning. I don’t care how much you know until I know how much you care. You can fix a bad fit by changing someone’s position or responsibilities, or upskill a motivated and committed worker so he or she can do a better job.
That is the kind of commitment that a great business makes to its people. There’s no cure, though, for a crappy character except the door, as soon as possible. Keeping someone around who’s destructive or corrosive (however productive or talented he or she may be) is a cancer for the company, and it is never too soon to tell these folks to take a hike. Hire slow, fire fast.