The Top 8 Mistakes in Hiring
A great hiring process will consistently identify the candidates most likely to succeed in the position and culture your company is offering. Below are the most common hiring mistakes. Since the average cost to hire in the US is $4129 according to the Society of Human Resource Management (SHRM), you may be wasting money if your hiring process hasn’t been optimized.
- Poor network of high potentials— Some of the very best hires I have seen in smaller companies came from the business owner’s personal network. The business owner took on a personal role in recruiting networking and spent time nurturing relationships.
- No training—Few managers are ever trained to interview and select employees. When hiring managers are trained in behavioral interviewing skills, decreasing their biases and assessing candidates consistently, hiring success is increased.
- Lack of a formal process—Consistent, formal hiring processes are often missing in small to midsize companies. When the interview process is consistent from one department to another, a business will have a higher success rate in hiring. If you don’t have a consistent hiring process refer to the Hiring Process Check List to identify gaps in your process.
- First impression bias—We have all fallen victim to this bias. We meet someone for the first time and in a matter of seconds, we connect with them or we don’t. So how do we minimize this bias? By challenging our first impressions with a formal plan of asking questions that can change our minds as to whether the first impression was really positive or negative.
- Hiring assessments—The two common missteps businesses have with hiring assessments are 1.) they don’t use one or use one at the wrong time in the hiring process, and 2.) they use one that isn’t validated for hiring purposes.
Hiring assessments can help you decrease hiring bias and assist in predicting future job success. A validated assessment has been scientifically shown to consistently predict job outcomes. The types of assessments that are predictive include: work sample, cognitive aptitude, personality, behavior and skills tests. Before using an assessment, check with your assessment provider to confirm their assessment is validated for pre-employment hiring. Two of the most common used assessments, Myers-Briggs and DiSC, while valuable for development and team building, are not validated for use in the hiring process.
- Overselling your company—Yes, there is a shortage of talent out there, and it’s easy to sugar coat issues at your company with a candidate you are interested in hiring because of this shortage. But this tactic often blows up. I’ve heard countless stories from executives who had this happen to them. They didn’t last long with the company, and you can be sure I wasn’t the only one with whom they shared their story. When you sugarcoat your company culture you end up with a disillusioned employee who becomes disengaged and looking for their next opportunity. Hiring employees is expensive, don’t use this tactic to sell a candidate.
- Outweighing skills over behavior—When I was running my consulting company, one of the rules I lived by was you can teach skills, but you can’t teach attitude. So, when hiring, my team spent time on uncovering a candidate’s behaviors that aligned with the values and competencies we had identified for the specific position. The best way to move to a focus on behaviors is using a behavioral interviewing process.
- Not properly onboarding—The goal of onboarding is to enable new employees to be as productive as possible in the shortest amount of time, reinforce their decision to join your company and engage them in your culture and new work relationships. Effective onboarding is one of the most overlooked aspects of talent management. According to Human Capital Institute, 58% of companies focus onboarding on process and paperwork. A great onboarding experience will focus on company culture, vision and values as well as the employee’s needs. A structured program incorporating these components will increase productivity, employee engagement and retention. A Harvard Business Review report shows that 33% of employees seek a new job within six months of being hired. A good onboarding program can decrease this risk for your company.
Which mistakes are you making? And how do you plan on correcting them?
Beth Armknecht Miller is CEO of Executive Velocity, a top talent and leadership development advisory firm. Beth is a trusted executive consultant, Vistage Chair Emeritus, and committed volunteer. She is certified in Myers Briggs, Hogan, and Business DNA. And, she is a Certified Managerial Coach by Kennesaw University. Beth’s insight and expertise have made her a sought-after speaker on hiring, leadership development, and succession planning. Her book, “Are You Talent Obsessed?“ was published in 2014 and is available on Amazon. She is a frequent contributor to Entrepreneur Online, About.com, and TalentCulture to name a few. She is a graduate of Babson College and Harvard Business School’s OPM program. To learn more about Beth www.Executive-Velocity.com .
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