The quality of a leader’s hiring has a huge impact on their firm, although it is rarely identified as a vital leadership competence and is sometimes disregarded. This, in my opinion, is typically because the impact isn’t as obvious as, say, when they give a horrible investor presentation or fail to persuade the Board during a major presentation.
However, the cost of poor hiring is high, not just in terms of hiring unsuitable people (time, money, reputation, and impact on coworkers), but also in terms of the harm that poor hiring processes may cause to your company.
Candidates who have had an unsatisfactory hiring experience are much less likely to accept a job offer (especially top quality hires who have a choice of offers, which you will be most interested in attracting); in addition, candidates will tell others about their hiring experience, reducing your talent pool and potentially affecting your reputation and brand development.
The case for enhancing hiring competency among leaders and organizations is compelling, and here are six tips to help your hiring process easier and with higher quality:
Calculate How Much a Bad Hire Will Cost You
This will aid in the development of a solid business case for investing in increasing your hiring success rate.
- Direct costs include time spent on hiring, interviewing, and relocation expenditures, as well as salary during the learning period of the job.
- Indirect costs include the impact of an incompetent or uninspired employee on the organization’s reputation, as well as the impact of a poor hire on coworkers(the difference between this individual’s contribution and that of a high-performing individual).
Then after being employed the use of pay stub will be helpful to address any pay inconsistencies among employees.
All Hiring Supervisors Should Receive Training
Consider making this training mandatory for anybody involved in hiring, and go a step further by demanding a demonstrated level of competency before allowing a manager to new hire onboarding on behalf of the company.
This may seem extreme, but would you let an unqualified electrician rewire your house? Despite this, we allow unqualified managers to engage in hiring activities that may not only result in poor hiring judgments and associated costs, but also harm your reputation in the hiring and broader markets.
Examine Your Hiring Process
Have you correctly templated all of the pieces so that you can execute consistently? How do you decide who to hire? What data do you gather to help you make these decisions? For all of your roles, you should have clear job descriptions that outline the desired results and performance.
You should also explain the skills, expertise, and competences that are required for exceptional performance. If these aren’t defined, you won’t be able to hire them, and your employees won’t be able to progress toward them.
Consider including suitable psychometrics, practical exams or experiences (code, phone work, etc.) as well as behavioral or competency-based interviewing techniques in addition to the standard face-to-face interview.
Assess The Success Of Your Hiring Process
Measure not only the hiring process, such as time to hire, cost of hire, talent pool quality, time to become effective, and so on, but also your hiring decisions, including the quality of candidates hired in the short and long term.
Make it a practice to forecast your new hires’ short and long-term performance and then assess how accurate your projections were. Don’t only look for external employees; include internal transfers and promotions as well. Keep track of how much talent you’re keeping and how much you’re losing.On top of that, you may also add a new hire welcome package that may give additional value to your new hire. In this way, they will feel more welcomed in your business.
Examine Your Approach And Strategy For Attracting Talent
How effective is your website in attracting and communicating with prospective employees? How well does your organization communicate and deliver on its employee value proposition to current employees?
How successfully is this communicated and demonstrated to prospective employees? Examine your organization both as an employer and as a potential hirer – the two are distinct. Make a plan to better your situation.
Make An Investment In a Solid Onboarding Process
When it comes to hiring, onboarding is sometimes disregarded. It can, however, make the difference between a good hire and a bad hire. Strong onboarding will reduce the time it takes for a new recruit to become productive, which will affect your bottom line.
It will also improve your new hire’s engagement, resulting in better retention. The hiring phase is where retention begins (did the hiring experience itself create a sense of connection with the company).
It is heavily influenced by a new employee’s first day on the job and their first 90 days. Ensure that your onboarding procedures provide your new hire the best chance of success and that your organization has the best chance of keeping them.