Company leadership spend a lot of time running the place, but do they forge a common view with managers of actually how to manage? Many managers are promoted through the ranks and have never studied management. Those who have bring diverse perspectives and approaches. So leadership often does not share the same language of management. Problem-solving discussions may resolve an immediate issue, but how can leadership coalesce around a unified approach at a deeper level?

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A company goes to great pains to recruit top talent, but they fumble the onboarding and lose a great hire within the first few months. Sad.  Without the right approach to help new employees settle, these fresh relationships can break. All too frequently, something goes wrong, and within a year, the excited new employee is disgruntled – and then gone. Maybe it was them, maybe it was the company – either way, time and effort has been wasted, the process has to start all over again, and the challenge of finding, recruiting and onboarding talented new staff remains. Isn’t there a better way?

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Building a culture of teamwork across the company can be a powerful mobilizing vision. But what if not everyone wants to play ball? This can be particularly challenging in a partnership, where each member acts as a distinct profit center and may not be eager to break out of their silo and support the cohesive ideal. So, how to move forward?

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Company leaders like to believe their company is fun and attractive, with an active social calendar to strengthen morale and internal relationships. But how to make this happen? It can be the touch of death for any activity to be organized by the leadership, coming off as too corporate, with money spent but attendance low and the effort unappreciated. Yet if the office is all work and no play, where is the joy – much less the warm company feeling – in that?

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Real leadership means creating the future, but who has the time? Senior management has to manage the business for profit, yet decision-making for day-to-day stability can stifle new ideas and development.

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The hiring team has found a great candidate, an attractive offer is on the table, but the prospect hesitates to sign on. For some reason they are stuck, and without an additional push, they may take the easy route, decline the offer, stay in their existing job – and you’ve lost a strong hire.

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In businesses whose people deliver expertise to customers, thought leadership can be a great business development and marketing asset. It’s how consulting firms like McKinsey, Bain and Boston Consulting Group have built multibillion-dollar businesses, and increasingly how wealth management, architecture, IT services, software and other firms are gaining share.

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When the flow of exciting résumés coming in does not keep pace with the hiring needs of a growing company, many will turn to external recruitment firms. Such firms see a quick and cost-effective way to get in more CVs, as they have established databases and work on a contingency basis, usually charging between 9% and 33% of the first year’s salary only if a hire is made.

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This blend of recruiting solutions allows you to get the expertise of an outside agency and the tight alignment of an internal team.

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Building a candidate “hot list” is a great way to cut through cold recruitment efforts and provide a steady stream of preferred candidates. Here are some practical ways to make a hot list work for you.

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