Virginia Poly is the CEO of Polytech talent and has over 17 years of global experience connecting great organizations and job seekers.
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Every recruitment counts, especially in this market. Hiring managers want to hire the very best people, but few companies put in the thought, consideration, and effort necessary to achieve successful results, despite the high costs of a bad hire.
According to more than a dozen case studies, the cost of turnover can range from 10% to 30% of an employee’s annual salary for employees who average $75,000 per year or less. In other words, if an employee makes $75,000, it could cost you $7,500 to $22,500 in resources to replace that employee.
Interviewing and hiring is an involved and detailed process. Some people I’ve worked with over the years think that success is based on luck. Others think it’s like throwing a dart, and they have a chance of hitting the target. I recently met a client who said he hires the person he feels most comfortable with on the spot. He is willing to take the risk that things will work out and quickly fire the person if they don’t.
Based on my years of experience, I can confidently say that there is no guarantee that you will achieve a 100% success rate, but there are some principles and processes that can help. Here are five things to keep in mind during the hiring process.
Contents
- 1 Remember, a good job interview doesn’t necessarily equate to great job performance.
- 2 Focus on their ability to do the job rather than a list of qualifications.
- 3 Keep an open mind about how and where employees work.
- 4 Recognize that the best candidates are looking for a career, not a job.
- 5 Create a disciplined process, as you would for other areas of your business.
Remember, a good job interview doesn’t necessarily equate to great job performance.
Does knowing the answer mean that this person can do this job? Or does it mean they know the answer? Does a limp handshake count as a blow? Or does it mean no one has coached the candidate on the handshake golden rules? If they were nervous, does that mean they would be nervous at work? Or will they be relaxed once they get out of the interview to tackle their field?
Often our decisions are made based on presentation skills and not content. Hiring managers are shocked when the perfect candidate they interviewed flops on the job. We have limited time and information, so we use proxies to decide on hiring. For example, if a candidate is punctual, confident and articulate, we think he or she is likely to be great at work. Some proxies are accurate, but not always. The way to avoid too much focus on these things is to switch gears and focus on substance over style. Ask yourself, what should I hire this person to do and deliver?
Focus on their ability to do the job rather than a list of qualifications.
When hiring a sales professional, what would you rather have: someone with an MBA or someone who can meet your sales goal? I’ve worked with clients who said candidates should have an MBA. Why? They want someone who is able to create a strategic roadmap. My answer then is: let’s find someone who has experience in creating a strategic roadmap.
Don’t start with a typical job description. Start with a list of what success looks like. Create a results-based description of the role. Think about what you expect to see in 30, 60, 90 days. This is a great way to direct your candidate evaluation. In my experience, it increases your chances of identifying the right person for the job more than any other method of interviewing or searching.
Also, be open to meeting people who don’t have the qualifications you posted. Otherwise, you might be missing out on someone great who just needs a little extra training.
Keep an open mind about how and where employees work.
Don’t compromise on competencies, but be prepared to reconsider your ideal employment conditions. Top talent may not always live within commuting distance of your job. Are you open to a hybrid or teleworking arrangement? Global talent? Evaluate where it is possible to use the qualifications or experience to attract someone who has demonstrated success and the ability to deliver.
Recognize that the best candidates are looking for a career, not a job.
Rent with growth in mind. The right way to hire someone is to make sure the candidate has some space. This is a team you are building, so keep this in mind and try not to just focus on the candidate and the here and now. You must be prepared to explain to top candidates what the current challenges are and where you see growth opportunities. You want to attract and hire people to interview you and consider their options. Answer the question: What’s in it for them?
Create a disciplined process, as you would for other areas of your business.
Most companies do not prioritize this and reinvent the wheel over and over again. Identify the process, create a document for review, ask consistent questions, and record the results. Gather notes and meet to discuss with others involved, asking for input and feedback on how to find out more about the next round. Is the process efficient? How many rounds are required and is there a way to streamline and optimize the time and experience for everyone involved?
Finally, it’s important to challenge your thinking, invest time, and evaluate your hiring practices and processes. Like any part of the business, you will find that there is room for improvement. Embrace the change and remember that every hire can make a huge difference to your team. Sometimes you find the right person quickly, sometimes it takes months. One thing is certain: hiring the wrong person costs more and takes much longer than taking the time to hire the right one. With the right people on your team you can achieve great things, and with great projects and great teams you attract even better people.
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