The statistics show that most hiring managers have buyers remorse within 6 months after hiring someone. Where does it break down? Well, the answer is human error.
Today, I want to talk with those of you who hire people as part of your work. There's a real simple point I want to make today and I won't take up a lot of your time. I think it's a very useful want to learn to be reminded of.
The lesson is that if you are having trouble hiring, if the people that you're bringing on board aren't effective, the issue isn't in HR. The issue is with you and with your team who are involved with the evaluation process. Let's see where it can break down.
So you take a job description and start interviewing people. Often, what happens, particularly in large organizations, is that you have a job description, but it was something that was approved years ago, someone in HR which is in their system, pulls it out and gets approved and you are off to the races. You share with different third-party recruiters who start screening people against that spec, but you've actually tweaked it in a number of different ways but don't tell them about the tweaks. As a result, you don't get next to the full range of potential hires that could be useful to you. As a result, they may be sending the right one by accident.
That may not be you. Let's look at where most likely is you.
You have people in only routine that you use to start evaluating and assessing people but you're not very clear about what you want them to evaluate for. As a result, what they do is start pulling arbitrary questions out. If you don't believe me, you are ignoring my 40+ years of experience doing this. It happens all the time. You haven't been clear enough with your team about all you want them to assess for.
By this I mean, "Sam, I want you to talk with them about this. These are the points I want you to hit with them and I want to see how they measure up. Tell me what their answers are and give me some feedback." From they are, you don't ask your subordinate, "Did you like them?" The one question you ask is, "Were they qualified? How did they answer this question? " That is all you care about… Qualifications, not whether they were liked.
You want diversity of thought, but no one arbitrary questions asked. You want to meet a baseline of expectations.
From there (this is the big one, folks), you get off script. You, as a hiring manager make a mistake... The mistake of liking this person as a person. As they say in the psychotherapy world, you project attributes onto this individual that they don't have.
I say this because, you have to remember, from the job hunter perspective, they are on good behavior. They're not this way in real life. YOU may not be acting this way in real life; you may also be on good behavior. As a result, each of you may be wearing a "costume"and thus how do you figure out whether this human being is the right person who will fit into your group?
That's why I always say, forget about fit. There are the obvious examples like the person who walks in wearing shorts to interview with the all suit environment. Isn't going to work out in the all suit environment.
Jeff Altman, The Big Game Hunter is an executive job search and leadership coach who worked as a recruiter for what seems like one hundred years.
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