You don't have to spend as lavishly on recruiting as Goldman Sachs or McKinsey to replicate (some of) their methods for snaring top talent. (The hiring practices of the power-house consulting firms.
I teach a workshop on recruiting and hiring about 50 times a year to CEO/senior executives forums like Vistage, TEC, YPO, and EO. I've probably presented to over 40,000 CEO and senior executives in the last 20 years.
The vast majority of CEOs and senior executives at these entrepreneurial, middle-market, small business, and emerging growth companies make contradictory statements about people.
Out one side of their mouth, they tell me that hiring great people is critical to the success of their organization, and "their people are their greatest asset". Out the other side of their mouth they tell me they hate recruiting and hiring, feel it takes too long, and that they are reactive instead of proactive - resulting frequently in desperation hiring.
What does your culture stand for? Do you get what you tolerate when it comes to recruiting and hiring? Do your actions for recruiting and hiring sync up with your mission statements, culture, and values.
Have you considered making recruiting and hiring the most important thing your executive and management team does? OR do you allow them to put it at the bottom of their priority list?
Master of Hiring Accuracy
Doctor of Hiring Failure and Pain
Prognosticator of Radical Hiring Improvement