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Structure Hiring Process to Ensure Success
By R. Gaines Baty
As Featured in the September 6-12, 1996
edition of the Dallas Business Journal
"People are our most important asset" is the popular theme of most
successful organizations. Conversely, the negative impact of a bad hire
can be substantial.
In a recent poll, many
of the nation's top human resource executives, in a recent polling,
concluded "conservatively" that the true cost of a bad hire is an
incredible 300% to 400% of that person's annual salary.
That cost may include
wasted salary and benefits, redundant training efforts, counter
productivity in the selection process, missed business or hiring
opportunities, irritated customers, wasted management resources, and
potential litigation for alleged "wrongful discharge."
With such eye-opening
risks, logic dictates that employers develop and adhere to scientific
approaches to candidate recruiting and evaluation. But executives
frequently evaluate interviewees based on first impressions, chemistry,
etc., while assuming that capability, motivation, dependability and
other performance-related attributes are present.
It is much easier to
hire the right people to begin with than to deal with a bad fit.
Numerous "systems" or approaches exist that add a degree of science to
the process. The common threads tend to center around the following:
Define ideal and
required characteristics, skill/capabilities, motivations/values, track
record, potential, etc., based upon specific tasks to be performed,
objectives of the position and critical success factors. In other
words, how will you know, objectively, if the candidate can do the job?
Determine whether the
candidate has the credentials, and motivations through effective
interviewing. An questionnaire must be prepared, in advance, targeting
the key factors of job performance: skill, motivation, and
organizational fit, short- and long-term. Address questions about what
the candidate did, with behavioral versus theoretical questions, that
focus on a situation or task, the candidate's action, and the result.
Follow up with more specific questions about the responses, particularly
when an evasive or ambiguous answer is given. "Simulation" or "case
study" questions can also provide insight to thought processes, and
problem solving skills.
Regarding job
motivation and organizational fit, probe and evaluate the candidate's
goals, "ideal job," values, attitudes, likes, dislikes, drive,
dependability, etc. Also, a great deal can be learned about candidates
by the questions they ask.
An extremely effective
tool for extracting questionably attributes and contradictory
information directly from the candidate is the threat of reference
check. In identifying previous supervisors and receiving authorization
to speak with each, ask, "How will this supervisor rate your strengths,
weaknesses and overall performance?" and "What problems or issues would
you like me to know about before I speak with this person?" The answers
will indicate problems and potential weaknesses, and provide leads for
direct questions to the reference.
Always verify your
conclusions regarding candidates through personally conducted reference
checks. An isolated negative comment should not necessarily be
construed as an absolute disqualifier, however. We all have strengths
and weaknesses, and there are at least two sides to every story.
Of course, an
effective interviewer must develop and maintain rapport with the
candidate. Long-term opportunities must be presented accurately and
attractively. Be sure to talk about the organization's future and
"vision," and the candidate's important role in getting there. Remember
to maintain the attitude that this is a "recruiting" process as well as
a "selection/screening" process. Anyone capable of passing the gauntlet
just described will be in great demand, and will have the luxury of
being equally selective.
R.
Gaines Baty is President of R.
Gaines Baty Associates, Inc. (est.
1977), a Dallas-based retained
executive search firm.
Mr. Baty, who started his career
with IBM Corp., is formerly a two-term
President of both the Society of Executive Recruiting Consultants
(SERC) and the Dallas Independent
Recruiters Group (IRG), and is a well-known
author, trainer and practitioner in executive
team building, executive evaluation, executive search and
career management issues. Mr.
Baty can be reached at gbaty@rgba.com. |
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