So many managers have told me about their hiring nightmares. They have advertised effectively, drawn a good number of highly-impressive CVs and held a lot of interviews. But no matter how well the person did at interview, they say that the person rarely lives up to the initial promise that they sold at the interview.
You know the feeling…you’ve taken on a new employee, they seemed exactly the right type of person from their CV and the interview, they’ve got their feet under the table and ….
Whatever the reason, many new hires simply don’t turn out the way you thought they would. There is no fail safe technique for ensuring someone starting with you will perform in the way you expect them to. Their values may not ring true with your team, or they may not get on with their colleagues, or they may have personal issues that spill over into the workplace. Learn More
Have you ever regretted taking on a new person? According to research by Reabur.com, only 4% of business owners claim never to have regretted hiring a new staff member.
The main reason for it was underperformance.
Just 4% of employers have never regretted their decision to hire a new member of staff, research by Reabur.com shows. Other common reasons were exaggerated qualifications and experience on CVs, not being good at the job, a negative attitude and poor timekeeping.
Now, the latest CBI/Harvey Nash Employment Trends survey has found that a higher number of employers are planning to take on staff over the next six months, compared to the previous six months.
So, how do you deal with this dilemma? What can you do to ensure the best chance of taking on the right person?
1 Recruit to the business needs
Have close collaboration between HR and the functional area that you’re hiring into and spend time thinking about what the business really needs. The time invested will help you to make the right decisions.”
2 Be person-specific
When resources are tight, how do you deal with high volumes of applications? Have a crystal-clear job spec and an uncompromising selection process. Ensure that you know exactly what you want, put it in writing in your ad and keep it close in mind when checking applications.
3 Keep an open mind
The best person may not be from your field or even your industry. There are managers out there who have excellent life experience, though not too much specific experience. But take into account what can and what can’t be trained into people. It’s much harder to train attitude than skill-sets
4 Have a proper process
Harvard Business Review, surveyed 50 chief executives of global companies. They found hiring practices to be disturbingly vague . . . relying heavily on subjective personal preferences or on largely unquestioned organisational traditions often based on false assumptions. Good, competency-based interview questions — as opposed to CVs — will test for attitude and commercial acumen, now ranked above technical ability by many senior recruiters.
5 Communicate the message
Tapping into top talent is still tough. You have got to have a good proposition and communicate it in order to get through to the right people. Recruiters cannot expect to pick up a bargain at a high level. There are always skills that you need to pay a premium for.
If you find you’re able to recruit to a high level, you reduce the risk of regretting your hiring decisions and you’ll leave the 96% who make bad decisions.