Experiencing some buyer’s remorse with your latest hire? It’s probably your recruiting and selection process. Like most employers you have sourced candidates using various resources & methods, reviewed dozens of resumes for required and preferred competencies, experience, and skills, then phone screened, then interviewed (using behaviorally-oriented questions, of course), then maybe final interviewed and then made a decision. You set your expectations high because the candidate nailed the interview and you are confident in the criteria with which you made your selection decision. Within 60 days, the general consensus is your new hire sucks. Is this result really any wonder? The current recruiting and selection process outlined above has no proven correlation to the quality of your hire. It never has and it never will. Your good hires were based on sheer luck of the draw.
Think about it. Everyone can be a super-genius, rocket scientist with an MBA, a PhD and an MD on paper, right? Since all recruiters and hiring managers ask the same routine questions over and over in interviews, candidates have had practice crafting really good answers. And almost everyone in the world knows you bring your A-game to the interview. Combine several hours of a polished, charismatic and well-rehearsed candidate with all of the interviewer biases known to man and subjective, gut-level decision-making based on interview answers about PAST behaviors and successes, and you have a situation ripe for bad decision-making.
If you and your company are serious about spending your efforts, energy and money to hire the best and brightest, banish your antiquated recruiting and selection process today and replace it with a process that actually provides you real information and data to base your most important decisions upon.
- Beef up your referral sourcing methods, not only with your current employees but specifically your high-potential employees and your successful business partners and vendors. Referrals are built-in references. Not to mention no good employee wants to tarnish the reputation of the one who referred them, so you have a built-in back stop against crappy performance and behavior. Tap your high-potentials, as I suspect they run in circles with people similar to them. Don’t forget to ask your company vendors and other business partners for their referrals. Make the referral bonus meaningful determining its value position-by-position and by the level of difficulty of finding qualified candidates for that position.
- We live in a knowledge economy and we need knowledge workers. How do we test knowledge? Cognitive tests of course. We can train skills but we can’t increase intelligence. Also, require transcripts from your candidates transcripts will show you what classes the candidate took and their individual grades in each class. Does the candidate’s education show a history of taking challenging courses or 101 courses. Decide if you like to see candidates who have taken really hard courses and earned B’s and C’s or candidates who have taken “Rocks for Jocks” and bowling classes and earned A’s.
- Incorporate aptitude screening. Require work samples from your candidates. Or, for the final round of interviews, define a fictional business problem or challenge and ask the candidate to write a white paper or develop a short presentation. The interview becomes the presentation or delivery of the white paper. Interviewers base their evaluation on how well the candidate presented his of her ideas, the ideas or solutions themselves and an in-depth review of how the candidate went about preparing for the exercise.
- References. In my opinion, we do not give references the attention they should receive. Candidates should bring several references- character, educational and professional. HR should have a robust process around gathering reference information, crafting really good questions for references by determining what information you are looking for or is important for the job and documenting the answers.
- Build in a character test. I’ve read about companies that involve everyone from the driver, hotel concierge and receptionist into the interview process by creating scenarios that the candidate responds to and the interview team is provided feedback from these participants. Was the candidate courteous, respectful, professional and polished in their interactions with everyone? Or were they rude, arrogant, or discourteous when they thought no one was looking?
The current recruiting and selection methods have not proven valid. Dump them and get creative with your organization’s steps for finding quality hires.