THE SITUATION:
Hiring the best people for your business is a critical function
because if people are mismatched and turnover is high,
it is disruptive, unproductive and costly. Morale suffers too.
THE PROBLEM::
Many startups and high-growth companies do not have a planned, structured and methodical process for evaluating prospective talent .
Some do not even have clear objectives other than “we need bodies; get them in here and hurry.
THE ANALYSIS OR SIGNIFICANCE:
Every company & its founders/ leadership has own ‘personality & set of values.
This premise will influence and define your hiring process.
But that is different than being thorough and methodical leading to a stable and quality hire.
Too many CEOs do not invest the time and money to help HR define a robust process that fits the size and trajectory of the business.
Without guidance, HR will apply the tools they have whether they are the right ones for the job.
In addition the process needs to be managed tightly so that time is not wasted.
Some interview processes take entire day because no time boundaries are set.
Another common mistake is not asking the tough questions to interviewees.
THE PROPOSED SOLUTION:
The skill in the interview process needs to ask the correct questions.
So seek to determine whether prospect’s values align with those of the company.
Show each one the Company Values statements.
Explain how positive behaviors are valued and rewarded.
Be clear about performance expectations & accountability.
By defining the needs of the job, ensure that the prospect fits the role.
Explain how they fit in with the manager, the team, and the company.
Make sure they have the right skills, passions, & talents to do the job well.
SOME RESOURCES:
Use a checklist to determine a fit in each of these categories.
Consider using reliable, objective third-party assessments to support this.
Communicate what they will face if they are hired:
Include Performance Goals, training & education, trial performance of task with review and feedback.
Spell out clear exacting standards & the consequences of substandard performance.
Show the potential employee how the company will and how you help them grow and improve.
MORE GUIDELINES FOR A SUCCESSFUL HIRE:
Have at least five people in the interview process including their potential manager, team members and other peers.
The final interview should be with the CEO, however brief.
Some companies include a ‘pack of wolves’ session during the interviews, where several people throw questions at the prospect In a group meeting.
Question that they are unlikely to be able to answer. The purpose is to see how they react under pressure.
Finally, gather all of the information from the interview process into your hiring scorecard.
The numerical assessment gives a common denominator for those involved in the final decision.
Make the hiring decision promptly and as promised; do not be late and make them wait for an answer.
And give them the professional courtesy of a phone call regardless of what the decision is.
THE TAKEAWAYS FOR PREVENTING TURNOVER:
If your hiring process (or ‘talent acquisition’) is yielding a higher-than-normal turnover rate or is bringing in subpar performers,
It is time to re-engineer it and make it well-defined with higher quality output.
The people you hire will appreciate the clarity and everyone will be happier and more productive.
SOURCE OF THIS TIMELY MANAGEMENT RESOURCE:
Mike Pochan, The Author-Consultant on Employee Higher Education:
Successful entrepreneur & visionary, Mike sold his company, LeaseTek.
And became an adjunct professor at Carnegie Mellon.
As an innovator of business models & tech services, he has focused on what is needed to make higher education work in the age of Pandemics & disruption.
Mike spent seven years as an adjunct teaching professor at Carnegie Mellon & Three years in Executive Education
After a 15-year tour of duty as a bootstrap software entrepreneur and an observant of all things significant and worthy of change.
Contact Mike for More Input, Changes, and Challenges: m_pochan@yahoo.com
