When it comes to hiring, executives care most about one thing: quality of hire.  Quality of hire means two things: results and retention.  How well do they perform, and how long to they stay?  People perform (results) and stay (retention) because there is alignment of purpose and meaning. Skills are critical, but it’s the cultural alignment around purpose and meaning that makes or breaks the relationship over the long haul.  It’s all about the “why.  I believe that so much I wrote a book about it.

Talent acquisition doesn’t focus on “why” first; it focuses on “what” and “how” – and all parties are guilty: employers, employees, job candidates and search firms.  Not us.  We start with “why”.  And by doing that, we improve lives.

Human capital is an economic variable.  How do you attract and acquire great talent when both marketplace noise and marketplace skepticism are at all-time highs?  We start with “why”.

Attracting great talent starts with the message and the messenger.  We deliver your message – your story – better than your competitor delivers theirs.  Great talent doesn’t need you; they have no shortage of opportunity.  We get through to the people you can’t, because we know how to identify, engage and gently awaken in them curiosity about your opportunity.  And, we start with “why”.

Success depends more on those you don’t hire than those you do. Bad hires are toxic, creating fissures in your enterprise that fracture over time.  Bad hires result in cascading, painful consequences that impact short-term performance and long-term outcomes.  We are experts in discernment; specially attuned to avoiding the wrong hire – it rarely happens on our watch.  Because we know the “why”.

I’ve spent thousands of hours perfecting our process.  Corporate internal recruiting teams rarely demonstrate such proficiency.  We act as an agent, brokering the angst-ridden space of the job change. Further, we evaluate candidate fitness every step of the way, including formal psychometric assessment for clients desiring that additional step of talent review.

We are valued as an essential ally organizations looking to separate themselves from their competitors. NFL owners don’t travel to college games to watch recruits; they depend on seasoned scouts to assess and recommend the best prospects. We act in much the same way; experts in the field making detailed and exhaustive assessments of a skilled pool of players.

Don’t settle. Insist on people with integrity, drive, mental and social acuity, and verifiable histories of outstanding achievement. Our thesis is that we are better than you at doing this. If we are right about that, can you really afford to continue business as usual?

At Simply Driven, we improve lives.  Because people matter.  And talent wins.

Kent Burns