These hiring delays were also affecting job candidates. Many were already working full-time jobs and had little time to deal with a drawn-out hiring process. In some cases, I watched qualified candidates grow so frustrated that they abandoned their search. Rather than tolerate an inefficient, prolonged job search that may or may not improve their circumstances, they chose to stick it out with their current employers—even when their current jobs were not meeting their needs.
I saw this as an opportunity. Yes, this was about doing the greater good and facilitating a process where the needs of all parties were met quickly. Just as importantly, I felt like I had found my purpose. I had always wanted to make a difference, which is one of the reasons I wanted to be a teacher. What I never expected is that I would be teaching people a new way of hiring.
Was this easy? Heavens no! I was working against the status quo. I had to have talent ready to go, encourage hiring managers to act quickly, and then keep the process moving forward.
The payoff of being an on-demand provider of talent became clear quickly. One of my favorite examples is that of a manufacturer in North Carolina. Their information technology department needed a leader. Based upon their previous experiences with recruiters, they thought it would take months to find the correct person.
However, since I had cultivated a Talent Inventory, my “warehouse” of people that were ready to go, that wasn’t the case. I told them about Mark, a candidate in my warehouse, who they hired the very next day. That was more than two decades ago, and Mark is still there, reinforcing for me that rapid hiring can be done immediately and accurately. In fact, he was promoted to chief technology officer and plans on retiring there—unless he gets an unexpected call from NASA.
Watching the ongoing, positive impact that this approach was having in the companies I led inspired me to share this with a broader audience. That is why I became a business strategist and advisor, creating the Wintrip Consulting Group in 1999.