To run a winning sales campaign, grow market share, or do whatever else business project, many companies need to involve right people in their projects. Team acquisition is the logical part of project management strategy. In contrast to other processes like goal planning or budgeting, the process of hiring a team has the advantages of being more cost-effective, with fewer procedures and a shorter delivery time.
In spite of these benefits, team acquisition, however, is hardly ever completed. Each project may have many specific reasons for this, but the most common is that senior management incorrectly considers the value-adding capability of the team at the outset.
If candidates to the project team aren’t capable of delivering the bottom line value, then there’s no point in hiring these people, but the management needs to continue the hiring process and look for more trustworthy and fitting candidates.
It’s All about Value Proposition
When looking for a successful team unit for your project, you must be good at taking the time to understand why that specific team would be commercially and ideologically attractive to the business you’re working for. You need to use a strict methodology which covers the financial aspect, aspirations, capability offering, motivation, and personal needs of the team.
Your approach should be based on one thing – value. If you can identify the strengths each candidate has and the value the one can bring into your project, you decide if this value proposition is commercially viable. Your decision will then support the project and you’ll acquire a team that’s relevant to achieving the business expectations of your organization.
Here are more suggestions to help you acquire right people for projects:
Enjoy what You Do
Be passionate about what we do being a project manager. You’re a person ultimately responsible for team acquisition. You’re the one who decides what people to hire, to what positions and when. Love your job and remember that your key focus is on driving positive outcomes for all of the projects you’re in.
Talk and Listen to Each Candidate
People are different. Each candidate to your project team is individual in their mindset, expertise and preferences. Don’t impose inflexible team acquisition techniques or “one-size-fits-all” solutions on your candidates.
Instead, listen to what each one is saying to you at the interview, how they’re doing it. Look at their verbal and nonverbal communication.
Be a Research-Led Manager
This means you research the market and try to find most suitable candidates to your team, not just people who are actively looking for new openings and career advancement.
The point is that sometimes “passive” candidates (those not looking for advancement but could be interested in your offer) could be more suitable for your specific project and potentially bring higher value. A part of your project manager job is to find and acquire those people. Don’t neglect this opportunity.