by Matthew Lane, PMP, Ph.D.; Director of Client Services, Fios, Inc.
Hiring project managers is a key staffing decision. Their performance greatly impacts the organization internally as well as externally, in relationships with clients. My number one piece of advice on hiring project managers: do not hire project managers into your organization. Instead, build an internal career ladder that allows junior staff to obtain and demonstrate project management skills and characteristics prior to assuming the role. The project manager is a high-profile position that demands a strong command of various skill sets, and hiring mistakes in this area can be painful and costly. Here’s a plan for identifying and selecting your next (highly successful) project manager:
- Develop a job structure that includes clear and distinct roles and responsibilities, e.g., project manager, project coordinator, analyst, etc.
- While current project managers are handling the most difficult assignments, “trickle down” small, less risky projects to junior staff
- Make it known that performance on these smaller projects is important and will be critically analyzed when promotions to project manager are considered
- Utilize current project managers to mentor junior staff on their projects
- Over time, higher performing junior staff will become visible. The cream will rise and the qualified pool for the next project manager position will become obvious.
- Final selection from this qualified pool now carries much lower risk
I know – these steps sound obvious – but it does take rigor and tenacity to implement. And the end result is worth it! I’ve implemented these steps and found the following: (1) longer organizational tenure through creation of a logical career path; (2) higher overall staff satisfaction since promotions are based on achievement; and most important, (3) greater success in identifying strong project managers.
Let me know your thoughts on these ideas.
Filed under Discerning e-Discovery.
June 9th, 2009 at 10:23 am
In our public agency we already have many people with long tenure. However, a slew of political concerns and a tendency for managers to stay “hands off” (in order to avoid blame or responsibility) results in contracting out the management of all large projects. The problem is that our consultants become expert in our systems, while our own staff fails to gain necessary development or maintenance expertise. This cycle continues on and on. New projects require new consultants because staff does not have project management experience, and staff stay locked in their positions for years with no promotions. Your plan sounds far superior!
June 10th, 2009 at 12:42 pm
Carina,
Thank you for your comments. I have used contractors/consultants for flexing staff to meet short term bursts of demand, but the core project management team should be employees. Otherwise, as you mention, it becomes almost impossible to improve skill sets and the valuable institutional knowledge walks out the door at project end. Having worked in the public sector as well, I know that it is often deemed more acceptable to obtain funding for consultants than increasing employee head count, even if there is a long-term demand for work. Is there an opportunity for the consultants to be hired as mentors (versus pm) to staff servings as pm’s? Maybe a small business plan could be developed to justify this approach. Just a thought…Matt