Avoid the Pain of Hiring the Wrong People – Three shared Expensive Recruitment Mistakes

Avoid the Pain of Hiring the Wrong People – Three shared Expensive Recruitment Mistakes

Hiring the wrong person is costly, has a negative effect on your business and is far more shared that it needs to be. In these times of tightening business and competition from developing countries, to bring someone onto the payroll is a decision that should be totally thought by. already in this day of complex HR processes and personal profilors many disastrous decisions are made, decisions that are difficult and expensive to undo. What is it that leads intelligent, reasoning managers into the trap time and time again? Let’s look at three of the errors frequently committed during the recruitment course of action:

· Do not interview for a position without clarity as to what the vacant position really is and what is expected of the successful candidate

This is a very shared problem when a vacancy in an existing workforce arises. Often a manager will become intent on filling a gap without considering if a gap truly exists or if so, is the same kind of person needed as has just left. Changes in business practices, product lines or profitability may have changed the scenery to such a degree that a different solution is required. Write a clear and realistic description of the activities of the role, the output criteria (what the person will be measured on) and the pay extent. Do not undermine or adjust these when discussing the position with any candidates.

A large component of employee satisfaction and productivity comes from a sense of achievement, which can only exist if all parties understand the parameters of the role. Typically, particularly in a tight labour market, a hiring manager starts to “sell” the benefits of the job to the candidate, glossing over the tough bits, instead of spelling out clearly what is what. Nothing sets up a candidate for dissatisfaction more than the vague potential of all sorts of sweet juicy extras (international travel, promotions, sponsored university degree etc), that change the focus of the employee from day one and detract from the real job in hand. If these are part of a defined future path, ensure that they are tied to a time-frame and performance criteria.

An internationally recognised staff survey has revealed frequent winners of the best employer category, as judged by their own staff are telephone call centre companies. Why? Because they have a recruitment course of action that clearly articulates what the candidate is signing up for, take it or leave it. By starting off on this foot, employee performance can be managed and just as importantly, achievements can be recognised and rewarded.

· Do not become taken in by impressive resumes, references and qualifications

It is a known fact that people apply some degree of poetic license to their begin again. This can range from a little self can not concentrate to outrageous interpretations of past achievements. Likewise, references provided are more often than not friends, ex colleagues or possibly current employers looking to exit gracefully from their own recruitment mistake.

Candidates who do their homework will be able to answer all of the technical and theoretical questions about the role such as “What would you do if a certain scenario took place?” or “How does a certain applicable technology work?” What helps to separate the genuinely qualified candidate from the one who has spent the past day swotting up however is the methodology of Behavioural Based Interviewing.

BBI probes the candidate to recount their experience. It is amazing how many candidates can flawlessly answer the question “What would you do in a certain circumstance?” but cannot convincingly respond to “Tell me about a time that you experienced a certain circumstance”. If they do provide an account of that experience then follow up questions would be” what did you do?” or “how did it work out?” and so forth. Very soon it becomes clear from the answers, the body language and the attitude of the candidate whether or not they are possible for consideration. Build up templates of BBI questions and use them during the interviews.

· Do not allow pure technical ability to override poor attitude

This is a malaise that is not limited to, but particularly infects technology companies. Many unit managers in technology companies have risen by the ranks from engineer to rule engineer and then into management. This more often results in the loss of a good engineer than the gain of a good manager. One area where these managers can cause problems is in recruiting for their engineering departments.

When hiring into an engineering role, the manager will be basic of the technical ability of the candidate almost to the exclusion of all other factors. There is a inclination toward highly qualified (and consequently expensive) applicants, already if the role is fairly basic and would suit a developing junior. What results is a dysfunctional assembly of technical experts, intent on out engineering each other. As perfectionists, they tend to be unwilling to release a product until they are satisfied, leading to time and cost overruns.

The fallout from this can be serious and reach into other parts of the organisation. The inequality of pay scales and benefits (yes people do talk about their packages), creates unrest in other teams. A without of alignment to business goals and customer requirements is expensive and not good for future prospects. The decline in team working and collaboration erodes productivity and having to deal with poor attitude is a huge drain on management resource.

It is amazing how someone with sound but not spectacular technical ability, who has a great attitude, can tackle complicate challenges and produce outputs to a required quality, in a more cost effective and timely manner than a collection of experts. What is more, they are fun to work with and it is easy and satisfying to reward and recognise their efforts.

meaningful to the three pointers above is preparation.

· Clearly understand the need for and parameters of the role before advertising and document this for all participants, interviewers and interviewees.

· Build your BBI question templates based on the role requirements.

· fleeting everybody in the recruitment team and agree hiring principles.

Now go and find your star team.

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