Straight answers. No waffle.
Short answers first. Then the articles, podcasts and talks, for when you want the detail.
Agencies suit a one-off hire but charge 15 to 30% of salary each time. An in-house recruiter suits constant, high-volume hiring. A partnership suits businesses hiring several roles a year that also need the roles and structure designed.
Add up last year's agency fees, advertising and the time managers spent interviewing. For most businesses hiring five or more roles a year, a fixed monthly fee costs less and gives you a plan instead of a scramble.
Design the structure around the work, not the people. Tell the team early and plainly what is changing and why. Then match people to roles fairly, and move quickly so uncertainty doesn't drive your best people out.
Usually not first. Pressure is often a structure problem: blurred roles, work done twice, decisions with no owner. Run the role through DASH™ before you hire. If it survives, hire with a clear job to do.
Because nobody below you is sure they're allowed to make them. Write down who decides what, and back them when they do. Decisions stop climbing when ownership is clear.
You can't delegate into a structure that doesn't have room for it. Define the outcome, the authority and the check-in, then step out of the way.
In most growing businesses, it's the structure. Good people in unclear roles look like poor performers. Fix the design before you replace the people.
Read: Your Team Isn't the Problem, Your Business Structure IsUsually no rhythm, no visibility and no owner of the pipeline. Targets without a weekly process are hopes.
Take the holiday test. If the answer is no, that's the work: decisions, relationships and knowledge moved off your desk and into the team.
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Written by Nicola.
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