Can they do the job?
It certainly seems like a simple question, almost a no-brainer, right? Yet I wonder how often this question is deliberately answered.
We’re all familiar with the typical job descriptions – things like, “must have college degree, 8-10 years experience, knowledge of MS Office, etc.” But are these job descriptions driving away the very candidates we’re hoping to attract?
What is it that seems to thwart our effort to attract the brightest and best?
One of the biggest challenges to consistently hire top performers is determining up front if they can really deliver on their perceived potential or just talk a good game.
Unfortunately, many companies use the same broken hiring process time after time, hoping that somewhere they’ll find that “special” person who will help them achieve their organizational goals. Even using some of the better interviewing techniques, such as behavioral-based interview questions, there is a lot of information about the candidate that is lost and never found until it is too late.
Hiring new employees can be a risky business, though it doesn't have to be. One of the more common mistakes I see in the hiring process is screening in candidates to the pool of finalists.
What exactly is screening in? It's the hope that you'll end up with a nice selection of final candidates to find that diamond in the rough. Making exceptions, creating shortcuts, or whatever means you use, but the result of the problem is that you intend to compare candidates to one another.
I’ve hired good people before, and I do OK.”
The trouble with this feel-good statement is that it relates almost entirely to turnover measurements. While turnover is a good measurement, engagement is even more important when it comes to business productivity and profitability.
Numerous reports indicate engagement as:
Many times, engagement is sabotaged from the start through the use of faulty job descriptions. We’ll talk about how to fix that shortly, but first…