Nobody ever sets out to make a bad hire. But it happens, even to the best hiring managers.
According to Personnel Decisions International, a Minneapolis-based personnel consulting firm, here are the top reasons that companies make poor hiring decisions:
1. Hiring managers don't take time to do the job right. Making the extra effort to put together a systematic approach to staffing will prevent hasty decisions and costly bad hires.
To walk you through both sides of this delicate process, we're releasing this invaluable 2-book combo of "boss's rights manuals." Hire at Will and Fire at Will.
2. You don't know what you're looking for. Because you don't know, you probably aren't going to find it. First, define the duties of the job and the qualifications needed to fill the position.
3. You're looking for the wrong things. Make sure the characteristics you're seeking are the ones that make the biggest difference. "Enjoys being with people" is not the same as "provides exceptional customer service." Make a list of the characteristics you're looking for in each new hire.
4. The best candidate doesn't know about the position. By not effectively marketing the job to the right candidates, you'll find that the competition is acquiring the best people.
5. Hiring decisions are based on "gut feeling." Handshakes, posture and grooming are important, but not reliable predictors of success. Look for fact-based indicators of an applicant's past success. Also, hiring managers who are trained in performing job interviews are more likely to choose the best candidates than those who are not.
No supervisory task is more important than hiring. And no task carries more legal risk than termination. Hire at Will and Fire at Will.
6. The wrong candidate didn't get enough information to say "No." Some candidates are a bad match. Better they should decide they don't want the job after the first interview than after the second week or month on the job. That's why it's important to provide a full view of the company and the position, even the more mundane parts of a job.
7. You mistake credentials for accomplishments. Don't be dazzled by diplomas, certifications and other credentials. Those are pieces to the puzzle, but you need to discover how the person can perform the job itself. That's why rigorous evaluation of candidates' skills and abilities can prevent you from hiring a poor performer.
The ability to hire or fire well isn’t a mysterious art...it's a step-by-step science. With Hire at Will and Fire at Will, you'll learn:
- 8 loaded interview questions that elicit the information you're really looking for without having to come right out and ask.
- Written tests for honestly, personality, aptitude and productivity ... which ones work best? Which are legal? Which ones should you avoid absolutely?
- How to avoid the trap of "negligent hiring" and when you can safely refuse to accommodate a disabled worker.
- The "magic" statement to include on all job applications to retain your right to fire at will!
Get your copies today!
- How to not lose your right to fire at will — and how to get it back if you have lost it.
- How to stop employee crime and chronic absences.
- Your right to test employees for drugs.
- Legal roadblocks in the promotion and demotion process.
- How to protect yourself from age, race and sex discrimination charges.
- Should disabled workers be given job preferences under ADA? Supreme Court to decide
- What is Philadelphia's law on requesting info on applicants' criminal records?
- No changes needed to implement new I-9 regulations
- 6 Ways Workers Can Tell You're Just Talking the Talk
- Does your referral program cause illegal 'Inbreeding'?