The Art Of Finding The Right People For The Right Jobs

Gary Leath's job is to go through tons of resumes to find the right person for the right job

. Some candidates pour their hearts out and write short notes or long letters describing their situation before attaching their resume. Regardless of the sympathy or empathy that the professional services director feels for the candidate, he must keep reading until he finds the right candidate.

There are two things that he always looks for in an employee: fit for the job and fit for the organization.

"If they can't communicate, if they can't work well with others, if they can't do certain things from an interpersonal standpoint," he says. "They end up not fitting into the culture of the organization."

Leath, who conducts interviews to fulfill jobs locally and internationally, says that you interview people differently depending on their role and their background. When hunting international recruits, it isn't unusual to run into communication barriers, such as a poor phone connection or a time zone difference. But a communication barrier shouldn't cloud an employer's judgment on hiring the right person for the position.

"You have to realize that just because a person doesn't speak English doesn't mean that they're not a fit for the job, " he says. "They can be a great fit for the job and their English skills may not be the best."

Leath was tasked with finding a project director for a project in Guinea. The person in this position will be responsible for overseeing projects in multiple countries in Africa. Many times the residents in these areas have the skill set necessary to do the job; they just need direction from management, which makes picking a good leader paramount. Leath decided on someone out of the UK that possesses 30 years of experience for the position. Some of the people fit to do work on the project have varied backgrounds. Some are from the UK, while others are from Africa, Egypt and the U.S.

After finding the perfect fit, it is then the task of the employer to make the new recruits feel welcome. Leath says the contractor mentality is very prevalent in the power industry. But he wants people to feel like they are a vital part of the organization.

"You'll feel more of an attachment to the organization, and you'll convey those organizational valuesbecause you'll feel like you belong..."

Current employees should model the behavior that they want new employees to mimic. In order to do that, they should display good interpersonal skills, communicate well, respect other people's opinions and be able to go above and beyond.

For companies that do business globally such as USP&E, Leath believes they can make all team members feel valuable by increasing company-wide communication and accountability. He says if something positive is happening in one part of the company, share it with others and let them know it was accomplished as a team.

"You have to rejoice with everybody and spread the good news," he says. "That makes people feel like they belong and glad to be apart of something."

by: Will Diesel

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