Teambuilding, Leadership and Management in at least two worlds.

Recruiting for Success

In the grand scheme of running a successful guild or business, few things have the long-term impact that recruiting does. Consistently poor decisions here will be the end of your operation, eventually.

The Best Method of Prospecting for Members

The very best way to prospect for members is to ask your current members for recommendations, particularly those who were raid leaders or officers in former guilds. Your raiding members have incentive to suggest only those who can be a successful part of the team. If the new recruit sucks, their raid progression will suffer and their repair bills go up.

In the Real World, what have you designed into the company that gives your staff incentive to bring you quality applicants? You don’t want all their friends, you want the smart and effective ones with a good personality and work ethic. So what can you do to discourage them from recommending their loser stoner uncle who lives in the basement?

Publish the Connection

In a newsletter or on the company intranet, make sure you publish a welcome that states who recommended this person. If the new recruit is awful, peer pressure will encourage them NOT to make the same mistake.

Reward Success

Offer a reward to the referrer, upon completion of a successful recruit period. In the guild, this can just be a heartfelt thank you from the Guild Leader for having brought in such an effective raider. A private comment is good, a public one is MUCH better. Most people enjoy public praise, particularly for a specific act, and others tend to try to emulate the behavior which got that person “rewarded”. It’s important to be consistent, make sure you recognize all members who perform the same act in the same way.

Don’t hesitate to offer a financial bonus, particularly in markets/industries where recruiting is challenging. In Real Life, the size of the bonus should be significant but not overly large, and tied to the value of the position. Keep in mind what their efforts have saved you in recruiting costs. For example, a headhunter’s fee is often 10% (or more) of a year’s salary. While you might not have employed a headhunter for this particular job, a bonus of perhaps 20% of a month’s salary should be about right. In other words, if they recruited an 80k senior programmer, a bonus of about $1300 is appropriate. For a 30k receptionist, a $500 bonus is plenty. Remember that this bonus should be paid out after a successful recruit period. Whatever incentive structure you choose, realize that it’s something you’re building into the organization on a permanent basis. Any financial incentive which is offered and later removed causes resentment, unless (and sometimes even if) it’s identified as temporary. When in doubt, tread carefully. In a union environment, don’t even think about taking this step without consultation, preferably the kind where the union officer, in conversation with you, comes up with this idea as his own and talks you into it.

Structure the entire organization so that they know WIFFM

If you’ve built a profit-sharing model into your organization, make sure you clearly communicate how successful recruiting impacts an employee’s profits. Considering “What’s In It For Me” from their point of view is one of the most useful models to use when dealing with people in almost any circumstance. Points to emphasize include:
* Turnover is expensive and lowers profits
* Effective hiring of the right person with the right skills and work ethic makes us more profitable, which increases the size of each employee’s share

Other Methods of Prospecting

In game, it’s important to have your well-written recruiting post in as many places as possible. The post should make clear not only the job requirements, but the personality and values of the organization. You want raiders that FIT your culture, so taking the time to tell them what it is, and what’s in it for them, will reward your efforts.

Post your recruiting post on the guild forums, on the server forums, and in the cross-server recruiting forum at a minimum. Look also for sites like LookingforGuild.net to widen the base from which you can draw members. Use specialty sites like Tankspot’s Recruiting Forum if you’re looking for a specific role such as a tank.

job-ad

In Real Life, the equivalents are local job boards (government and privately run), Craigslist, Monster, and the web sites of any appropriate niche organization. For example, if you’re looking for a web designer, list on Technet.com. If you’re looking for a Chief Financial Officer, list on appropriate Chartered Accountant or CMA (Certified Management Accountant) sites for your area. A quick Google search will offer you a list to choose from.

How to Fail at Prospecting for New Recruits

Procrastinate on making recruiting decisions. Then put a brief “looking for Resto Shaman” post on your guild web page, or buried in your forums. Sit around waiting for applicants, and watching your guild slowly fail as more roster spots open up and are treated the same way. Cancel raids due to lack of members. Watch it all spiral out of control as more leave. Give up raiding and fold the guild.

A wise wizard told me that there are only four critical things a guild leader has to get right:

Recruiting
Participation
Loot
Dismissal

I try to mentally keep my eye on that model when I ask myself how the guild is doing. It’s another of those models that applies very well to Real Life business management. Your fundamental systems have to be well thought out, in alignment with your values, clearly documented… and most importantly, followed.

Recruitment

I’m a big believer in recruiting for attitude, once you’ve established basic credentials. This means you need to take some extra time to get to know the applicant, and have them get to know you, but I believe it pays off in the long run. Of course, if you’re running an uber-Hardcore guild, there is no “long run” most of the time. Those guilds are often fairly unstable, with high turnover, because they can’t choose to take personality into account much. They have to focus on performance above all, if competitive progression is their reason for existing. I’m glad we don’t have to be that short-term about our recruiting, as some of our most productive and high-performance raiders didn’t start out that way.

What are the SWOTs (Strengths, Weaknesses, Opportunities and Threats) of your organization’s recruiting system?

Participation

We had challenges early on with making participation fair. We didn’t want our raiders ‘competing’ for raid spots, since fun is a value as important as progression in our guild. We don’t run a bench, every raider raids (although not every guild member is a raider). We needed a way to ensure that everyone got their fair share of face time. That ultimately became our unfortunately-named “RoT” system, or “Ready on Time” system. We track who signs up, who shows up on time, and who gets in raids. Then we use an excel spreadsheet to analyze this data and show us whose turn it is to sit in backup. It’s transparent, public, and applied equitably to everyone from raid leaders down to the newest recruit.

This system has almost completely eliminated any drama over whose turn it is to get in raids. It’s also delivered side benefits in allowing us to easily track attendance patterns, and see what classes/roles we should be recruiting. We no longer have to guess at our recruiting needs. We can see changes in a raider’s attendance patterns, and an officer can follow up on that to find out if it’s temporary or permanent. If a raider’s attendance drops below our acceptable minimum, we can see it at a glance and address it. Most importantly, the system is public and objective, and everyone knows what’s expected of them. That leads to our next topic, loot.

Loot – the Reward System

Our guild runs on a “pay for participation” system, commonly known as DKP, or Dragon Kill Points. If you show up available to raid, whether you are in the raid or in backup, you earn points which can be used to “buy” items in game. It’s similar to a company that pays by the hour, although in this case everyone earns the same amount hourly. From our perspective, it’s public and objective, and that’s what matters most to us.

Some guilds use a Loot Council system, which is more dynamic and in some ways more efficient. That concept revolves around having a group (often officers) decide who needs an item most. What you give up for that efficiency is objectivity. Loot Council systems tend to attract drama at times, even in very mature guilds, but when progression > all other values, it can be the right system.

The main point is that your system, whatever it is, has to be clearly documented. Members need to know what they’re agreeing to as a reward system, before they join. Questions need to be addressed promptly and clearly. Definitely, no smoke and mirrors. Whatever is promised has to be what’s really delivered.

Retention/Dismissal

The final Key to a successful guild is to have a plan or system for dismissal. I consider retention the flip side of dismissal, and tend to spend more time thinking about retention, but both have to be considered by any guild leader. Retention is mostly about fair systems, clear expectations, good communications and good listening. More on that another day.

Dismissal, or any kind of turnover, needs a defined process. The way we handle it is to make sure that all officers know that while they can guild remove a member in an extreme case, the member in question should be told it’s a temporary situation while the officers discuss it. Nobody, even the guild leader, removes a member permanently without discussion. If a member is removed, or leaves on their own, we make sure we find out why, and keep notes in the officer forums so that we can track trends, and also so that we have them for reference if the person wishes to return at a later date. Any organization that has no form of exit interview when people leave, is giving up valuable information that can help them become more successful.

 

About Author

Atris, known in another world as Karilee, is a World of Warcraft Guild Leader and Business Consultant fascinated by how Leadership, Management and Teambuilding work in two different worlds. She believes that good leaders, good managers and good teams are essential for successfully defeating dragons, no matter what world you find yourself in.