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36 PCB007 MAGAZINE I JULY 2023 maintain quality, but an excessive emphasis on checking boxes can limit creativity and engage- ment. Servant Leaders Servant leaders are dedicated to support- ing the growth and success of their teams. ey seek individuals who share this commit- ment. Recruitment and interview conversa- tions oen revolve around commitment lev- els and potential for growth and development. Trust, communication, and autonomy are also emphasized. Involving the team in the hir- ing process is paramount to ensuring chem- istry. However, challenges arise due to the time required for team involvement, evaluat- ing long-term potential, and managing group dynamics. e most effective leadership style for recruiting and selection depends on vari- ous factors, such as the nature of the busi- ness, desired culture, immediate production demands, and the capability level of those working with and for you. In my experience, an emphasis on clearly defined interview pro- cesses and team involvement in final decisions leads to the best outcomes. e key is to design and build these practices systematically and continuously drive incremental improvement. Remember, new hires are critical investments for any organization, so conducting thorough due diligence is essential. Happy hunting, everyone. PCB007 Brian Wallace is the founder and CEO of HR Strategies Now, a human resources consulting firm in Cypress, Texas. He has a master's degree in manage- ment and an SPHR certifica- tion from the Human Resources Credentialing Institute. He has led transformative HR initiatives across five industries for more than 20 years. vidual meetings, followed by a debriefing ses- sion, are common in this approach. ere is greater buy-in and investment in the outcome when you involve team members in the hir- ing decisions. However, scheduling multiple interviews and managing differing opinions can be challenging. Laissez-faire Leaders Laissez-faire leaders excel in delegation. ey trust their managers to handle the recruiting process and make hiring deci- sions. Each manager has the freedom to cre- ate their own team based on their perception of performance needs. While delegation is essential, the challenge lies in the variation of what is considered "quality" in the hiring pro- cess. Flexibility is desirable, but it can lead to unpredictable results. Transformational Leaders Transformational leaders aim to inspire their teams to achieve beyond their perceived capabilities. When it comes to interviewing and selection, they prioritize finding the right candidate and are willing to invest the nec- essary time. ey oen seek growth-focused and highly motivated individuals whose val- ues align with the organization's values. e challenge lies in identifying and vetting such individuals, leading to the implementa- tion of rigorous recruiting and interviewing practices. Transactional Leaders Transactional leaders focus on clear pro- cesses and practices. eir priority is effi- ciently finding candidates who meet all the qualifications and can perform the required responsibilities. ey adopt a methodical approach and set clear expectations from the beginning. As a result, candidates have a com- prehensive understanding of their role and potential before an offer is extended. Stream- lined recruiting and selection processes help