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How well must the jobholder perform? –
job standards

n How well does the jobholder need to do each of the key major
accomplishments to ensure the delivery of the job purpose?

n How much are we likely to have to spend on training a newcomer
to achieve the job standards?

n Is there a cheaper or better way than recruiting from the street?
n How quickly do we need to have this jobholder “up to speed”?
n From where are we likely to be able to attract the kind of person

who is able to deliver the essential standards of performance most
quickly?
n What will it cost us to attract such a person?
n Does recruitment offer us the best return on investment?

(See Key Management Solutions pp 57–62 for full details of how to con-
tinue to use the answers to these questions beyond recruitment for self-
administered, motivating job performance appraisal system that instils
self-discipline, pride in performance and the motivation to become and
remain the “best of the best”.)

What variations on the recruitment process have
been successful?

mini case study

Michael Gerber

Michael is a best-selling author, but his day job is to lead one of the most successful
consultancies supporting small businesses in the United States. When he seeks to
recruit consultants he accepts that since his methods and systems are unique he will
need to train every recruit thoroughly. He therefore needs to attract those who are
committed to what he does and who are eager to learn and to apply what they have
learned.

His recruitment strategy is simple and very effective. He runs an advertisement that
states his consultancy’s vision with the additional “strap line” which reads, “If this
excites you join us for a chat and a cup of coffee at (name of location) on (date).”

Having greeted his applicants and offered them coffee and pastries Michael
delivers a short talk in which he explains what the firm does and, most important, the
values that drive their services. At the end of his presentation he invites his guests to
make a simple decision. If they are excited by what they have heard they are invited to
take further refreshment and stay on to meet their prospective colleagues. If what they

38 Key management questions