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High Velocity Hiring: How to Hire Top Talent in an Instant
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High velocity hiring : how to hire top talent in an instant
Jim Domanski. The Best Team Wins. Adam Robinson. First-Time Leader. That strategy must enrich the flow of top talent, harness that flow using accurate employee selection methods, and sustain a pipeline of prospective employees, allowing you to fill jobs the moment they become open.
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TAP works in organizations of all sizes, allowing them to fill one, several, or all of their jobs in an instant. What would you say are the best practices of those organizations doing it right? I too am passionate about equity, diversity, and inclusion.
One instance happened right at home. My father spent 30 years working in a public housing agency.
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His first job was as a janitor. Because of his work ethic, he rose up the ranks, eventually reaching a management role. Employees who reported to him loved him as a boss. He had the respect of many leaders in the organization. However, race kept him from being promoted any further. Being the ever-dedicated employee, my father took this hard, including several trips to the ER with symptoms of a heart attack.
Fortunately, these were only panic attacks. But no one should ever have their health and their life impacted in such a demeaning way. They commit to durable diversity. Durable diversity creates a dependable workforce of complementary people. Organizations that are durably diverse look at the whole person when hiring and promoting team members. Their leaders recognize that each individual is more than a title, skillset, or member of an ethnic group. Just the opposite. The Talent Accelerator Process helps achieve durable diversity. The steps of TAP allow businesses to enrich, harness, and sustain a dependable workforce of complementary people.
How does an organization keep up the velocity without sacrificing diversity? Many would say that speed can cause a problem i. The process must account for common issues, such as the one you mentioned about overreliance on your personal network. The second step of TAP helps leaders draw in talent beyond their networks by improving candidate gravity. This pull may be weak, drawing in an insufficient supply of candidates; inconsistent, coming in ebbs and flows; or strong, generating a consistent stream of people interested in working for the business.
Organizations with strong candidate gravity always draw a stronger flow of diverse top talent their way, leaving second- and third-tier candidates for everyone else.