“As people and professionals, we tend to spend more time researching which cell phone to buy or which software will help grow our business. More than assessing a much more important concept–human behavior and talent. People are a company’s greatest asset and by making sound hiring and recruitment decisions, executives can drive productivity and strengthen talent,” said Dr. Paul Eccher, co-founder and principal of The Vaya Group. VG is a Talent Management consultancy helping leaders and organizations improve behaviors, capabilities and business performance.
80% of turnover is caused by bad hiring decisions. Mis-hires cost organizations as much as three times the individual’s annual salary. -Harvard Business Review
To help human resource executives (HR) reduce costly turnover and avoid common errors, the Vaya Group has compiled a list of the “Deadly Sins of Hiring” which includes:
The Deadly Sins of Hiring start with: Inadequate Assessment:
Rushing the interview process or focusing strictly on job experience fails to uncover the true strengths and development needs of a potential hire.
To avoid repeated hiring mistakes, build a strong recruiting process comprised of well-trained managers and equally skilled HR professionals who understand how talent assessment works.
2. Using Faulty Assumptions:
Assuming that the hiring managers know the “ins-and-outs” of the job and the talents that will bring success to the company can end in disaster.
Hiring managers should ensure that they have a clear definition of the job and what is needed to take the job to the next level. Candidates should also be assessed using multiple methods to paint a better, more complete picture of the potential hire.
3. Asking the Wrong Questions:
Grilling an interviewee with questions unrelated to the job and work behaviors will produce answers that fail to identify standout candidates.
Design interview questions around the candidate’s resume to find clarification and learn valuable information. Remember to cover the candidate’s track record, technical skills and leadership abilities.
4. Unprepared Interviewers:
Relying on a “strength-in-interviewer-numbers” without coaching colleagues on interview protocol and ways to discern good from poor answers will result in a “too-many-cooks-in-the-kitchen” situation.
Align everyone on the interview team by reviewing the skills that will lead to success and the assessment methods that will best evaluate these skills.
5. Not Assessing for Cultural Fit:
Assuming a candidate will thrive in your organization’s current culture can lead to frequent turnover.
Paint your company environment as it truly is during the interview process and understand the behaviors that will and will not work in your culture. Remember that a candidate can have all the right skills but be the wrong cultural fit.
6. Insufficient Onboarding:
Failing to help a candidate acclimate and adjust to company culture once hired can cause your investment to crash and burn.
Act as a “culture coach” to guide the new hire through your organization and its individualities. Create action plans for those experiencing cultural shifts and assess the candidate’s behaviors to identify characteristics that will help him or her navigate within the new arena.
More information on the “Deadly Sins of Hiring” and optimizing talent can be found in Dr. Eccher and Dr. Linda Sharkey’s book, Optimizing Talent: What Every Leader and Manager Needs to Know to Sustain the Ultimate Workforce.