How to Land the Perfect Hire by Avoiding These Mistakes
If you’ve ever hired someone who didn’t work out, you’re painfully aware how much talent acquisition mistake cost your business. Losses from a bad hire go far beyond the salary, training and replacement costs. When you factor in productivity losses, opportunity costs, moral implications and more, the figure can easily reach tens of thousands of dollars.
Thankfully, companies can prevent the costs associated with poor recruitment decisions by recognizing the challenges at different steps of the talent acquisition process. Below are six of the most common mistakes that can lead to a bad hire. Avoid these and you may reap the rewards from bringing on board that perfect hire!
Different stakeholders within your organization may have different perspectives on what makes someone successful in the role. Using a job analytic tool, organizations can objectively align all stakeholders on those activities critical for success.
2. Poorly Written Job Description.
In addition to noting activities and tactical goals of the job in the description, it’s important to detail all of the knowledge, skills, abilities, experience and other characteristics that an employee will need to be successful in the role.
3. Recruiting the Wrong Behavioral Profile.
A candidate that meets the minimum requirements of the job may not necessarily be a strong fit. Consider behavioral tendencies and attitudes in defining what makes a strong candidate and compare applicant profiles against the job target to determine compatibility.
4. Talent Acquisition Assessments.
While technology can help organizations manage hiring volume, some systems will eliminate good fit candidates and retain applicants who prove to be a poor fit. Use a quick and practical personality assessment to measure each candidate’s behavioral assets.
5. Unstructured Interviews.
When hiring managers lack the training to conduct effective interviews, they often resort to generic interview questions that don’t evaluate the candidate in the areas that matter most. Using assessment data to inform the interviewing process helps all members of an interviewing team develop structured behavioral interview questions to determine job and culture fit with greater accuracy.
6. Compelling the Talent to Accept the Offer.
In today’s competitive market for top talent, the key to getting a candidate to accept a job is presenting an offer that resonates with their innate motivating needs and drives. Organizations that do not align an offer with the behavioral profile of the person risk losing a strong candidate.
I help organizations make good hiring decisions as well as develop, manage and motivate their people. I accomplish this with the use of a management tool I’ve been using successfully for the past 30 years called Predictive Index® — along with its companion job analytics tool called the PRO.
Predictive Index or PI® identifies an individual’s core behaviors…what makes them tick and how best to leverage their strengths. It also helps organizations identify what makes their top performers excel.
The PRO is a job analytics tool that allows hiring managers to quantify the behavioral requirements of any specific job within their organization. Created through input from multiple stakeholders, the output provides a “target” for the role. Armed with this information, hiring managers are better equipped to evaluate the job fit of candidates.
The PRO, used alongside the PI, allows hiring managers to develop targeted behavioral interview questions to be used in the selection process. Once an employee is hired, the PRO and PI data can be used to create the most effective onboarding and development plan to support the employee going forward.
I’d like to introduce you to Predictive Index by having you take the assessment yourself — it typically takes less than 10 minutes to complete. Submit the request form below to learn more and request your free assessment. Then we’ll discuss your results at a time convenient for you.
*************Strategic Planning Facilitator, Jim Gribble “The Strat Plan Guy”, has decades of experience helping all types of organizations achieve their goals. During the first part of his career he ran profit centers as large as $85 million for leading direct-to-consumer companies. Jim first learned the power of strategic planning in the 80’s as a Product Manager at Xerox. Next, at International Masters Publishers he led a strategic planning effort that guided the company’s growth from $30 million to over $120 million in just four years. As an independent consultant for the past 15 years, Jim has developed strategic plans and marketing programs that have resulted in tremendous success for many clients. You’re invited to learn more about what Jim can do to help your business or organization benefit from effective strategic planning.