COLUMBUS, Ohio, May 30, 2016 — Whether you’re in the human resources department or work for a company, you have undoubtedly dealt with a hire that leaves you scratching your head. What was the HR manager thinking? Who interviewed this guy? What genius thought this lady would be a good fit here? The mistake of making a bad hire begins with the recruiting approach long before sourcing, interviewing or hiring even begins.
According to “Managing Human Resources” by Gomez-Mejia, Balkin and Cardy¹, poor hiring decisions can lead to many problems in a business, including lost business, managers having to spend too much time retraining unskilled employees, and upheaval in the socialization of people working within the unit.
Why would any business want to suffer through these problems when a well thought-out recruiting approach can prevent some or all of these difficulties? Regardless of the size of the business, some planning must be completed before the hiring manager begins the recruiting process. The approach may even change with each position for which the company is recruiting. But outlining the plan of attack will save time, money and strife.
The Three Steps
1. Create a profile for the new employee
Before making the position public, create a profile for the new employee. Include the characteristics and skills the person will need to be successful. For example, a profile may include describing a candidate who is outgoing, personable, able to listen and analyze, a problem solver, persistent, self-motivated, coachable and professional.
Picture the person and his or her work attire, whether it is a suit or jeans with work boots and a hardhat. Does the new employee work at a desk or in the field? Will the candidate need special education or skills? Be sure to include all of these elements as you picture the “perfect” candidate for your position. This is probably the most important step of developing your recruiting approach for the position – the job posting, sourcing, interview process, contracting, training and onboarding will all be affected by the profile created.
Conduct this profile creation activity in conjunction with members of the group with whom the new employee will be working. Brainstorming with those individuals helps make sure that they will accept the new person and that the new employee fits the personality of the group. A manager should not develop the characteristics for this position from a distance, because either the wrong elements will be included or integral requirements will be left out of the profile.
2. Explain how the new employee makes a difference
By explaining how the new employee makes a difference within the organization and in the lives of the organization’s customers, potential applicants can better connect with the day-to-day possibilities. In addition, the interviewer will have an emotional trigger to discuss with the candidate to determine whether the person has a passion for the position created in the profile.
This information will also help the HR department to aim recruitment efforts in the right direction, because you now know that you have to find people who get excited about how your organization is making a difference.
Every employee makes a difference. Just because it is not interesting to you does not mean there isn’t a difference being made. If you are having a difficult time determining this factor, ask the people who would work with the new employee what they would be missing in their day-to-day lives at work if that position were not filled. Furthermore, if you want millennial applicants, this element is vital. You have to know, both for the advertisement and the actual interview, how this position allows the candidate to make a difference in the world and in your company.
3. Determine the approach
Now that you know what type of person you are looking for and how that individual will affect your firm, the actual approach needs to be determined for sourcing and recruiting candidates. With each option available to you, ask this question: will this approach have a strong chance of my finding people who are similar to the person whose characteristics I have described?
Once that factor is determined, the remaining steps in the process must be identified and organized. For example, what will the interview process look like, and how many interviews will be required? What does the contracting process include? How is the new employee onboarded in order to feel like he is part of the team while having the tools he or she needs to be successful in the position within a few weeks? How and when is the employee paid, and how much?
These are examples of those key aspects of recruiting and selecting new employees that managers must consider and plan for in advance if they want the new recruit, the company and themselves to succeed.
Reference Note : Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2016). Managing human resources (8th ed.). Upper Saddle River, NJ: Pearson Education.
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