It seems to be an appropriate time to express a distaste for hunting of any type, given that the ‘influencer v baby wombat’ story is still gaining traction.
Another type of hunting is equally unappealing. With so much talent on the market right now, many organisations might be tempted to go on a “unicorn hunt.”
You know the story – it’s a classic fable.
A “unicorn hunt’ is the relentless search for that one magical employee who can do it ‘all’ (for a minimum price).
But like the magical unicorn, the communications all-rounder who can expertly navigate social media, internal communications, website development, media, advertising and event planning with any depth is also unrealistic.
Each of these tasks requires a distinct skill set and expertise.
Think you can capture a unicorn? Think again. It just leads to heartbreak – for everyone.
Your recruit will simply feel overwhelmed and unable to do their tasks satisfactorily, and employers will wonder why expectations weren’t met.
Too often, job listings look like department to-do lists rather than one person’s delegated responsibility.
Managers who attempt to merge too many responsibilities into one role demonstrate a lack of flexibility and innovative thinking.
Candidates, it’s a massive red flag.
The best hiring strategy, instead, is to prioritise. When you have the right people for the right roles, if they want additional challenges, then it’s a bonus.
Unicorns might appear to be the cost-effective strategy on paper, but for the long game, invest in smart hiring strategies that set employees and organisations up for success.
Tips of the Trade:
Here’s How to Stop the Unicorn Hunt
No need for waving placards or protests!
If you are considering a unicorn hunt (or can stand between your manager and a Seek advert), think back to the story of Mary Poppins!
Then, consider one of these suggestions:
Option One:
You could expect one person to do it all, or better go for a two-for-one deal. Consider hiring two part-time employees with complementary specialist expertise.
Better, try matching a junior with a more experienced staff member and challenging them to mentor each other. Each person will have a unique skill set and expertise to influence the other and increase team capacity.
Option Two:
Bring in a consultant for specific, project-based needs.
Yes, consultants have a wealth of knowledge and experience working across multiple industries, but the secret sauce is their independence. Internal politics and biases can cloud even the best manager’s decision-making.
A good consultant (like me, obvs) should be able to cut through and offer an objective viewpoint to improve processes.
Option Three:
If you are experiencing a peak period – such as an organisational restructure or crisis communications matter – and your team is continuously working with more responsibilities, throw your hands in the air and give up.
Go to the park (or pub), acknowledge that existing employees are stretched and then lighten the load. Remove any inessential work rather than continuing to add pressure to exhausted people (and further reduce productivity and morale).
Bring in a consultant to do rote work, enabling the team to regroup and re-energise.
When you are back on track, wave goodbye to your consultant like the Banks family farewelled Mary Poppins.