Three years ago a study of over three hundred companies showed that nearly 50 per cent of newly-hired employees failed within the first 18 months on the job. Yet interestingly enough, lack of technical skills were not to blame. In fact, it was interpersonal skills that were to blame for the new employees' lack of success. But what, specifically, is the problem?
According to Leadership IQ, a leading US human resource consulting firm, their study demonstrated that 26 per cent of new hires couldn't accept feedback, 23 per cent were unable to understand or manage emotions, 17 per cent lacked personal motivation and 15 per cent had the wrong temperament for the job. Only 11 per cent of new hires actually showed a lack of the necessary technical skills.
Development Dimensions, another US-based consulting firm, has also undertaken several studies on why executives fail in such a short time. They suggest that behaviours such as impulsivity, low tolerance for ambiguity, arrogance, micromanaging, self promoting, risk aversion or approval dependencies can quickly derail any senior leader.
Yet, can new-hire mistakes be avoided? In my view, yes, hiring mistakes can be avoided by following these simple tips:
Create accurate job specifications - some companies refuse to have job descriptions, thinking they will restrict what employees can do. A good job description is the basic requirement to creating accurate job specifications. You can't hire the right person for a task if you aren't sure what those tasks are or what skills and personal attributes are required. As well, be sure to include organizational culture attributes that are important.
Involve the right people - sometimes a job search is confidential but, in most cases, you need to consult with the managers who will be directly working with the new employee. Seek their input on the selection criteria and specifically focus on the interpersonal skills versus the technical skills.
Applying an appropriate search strategy - targeting and conducting your candidate search requires multiple avenues of advertising. Use a combination of newspaper, online job boards, social networking and employee referral processes so that you get the widest circulation of your message.
Match resumes to skills criteria - make yourself a checklist and compare each resume to this list. Determine whether an 80 per cent match would work and/or if you truly need a 100 per cent match of skills and abilities. Arrange to interview only those individuals who strongly meet your criteria.
Train your interviewers - most managers do not regularly conduct employment interviews on a regular basis and so their candidate search and interview skills are typically quite rusty if they did indeed have them at all. Interviewers need to be trained in interview skills and must develop questions that are directly related to the knowledge and skills required for the job. Ask for specific examples or problems, challenges and accomplishments. Know the questions that are deemed illegal and avoid them at all costs.
Prepare your candidates - share with your candidates as much information ahead of time as possible. Send them brochures, your strategic plan or any other document that will help them to assess your company and your job. The more prepared the candidates are, the better they will be able to respond to your questions.
Limit your talk - If you are doing all the talking, then you aren't learning enough about your candidate. Give as many details as possible but avoid the "run-at-the-mouth" syndrome. If you are doing all the talking, you are wasting time.
Create a multi-level assessment process - one interview will not do it. You need to create a multi-level process such as a plant tour, interviews with other employees or engagement in a business simulation that will help you to see the practical skills the individual offers.
Manage the time lines - there is nothing worse than taking too much time to conduct your search. If this happens, you will lose candidates... they don't want to wait, they want a new job. Prepare yourself for a process that takes approximately six-to-eight weeks. Anything longer than this will create unnecessary problems.
Conduct broad reference checks - involve people who will work with the new candidate. Ask for references from a boss, a peer and a subordinate to make sure you get a well-rounded response.
Plan for effective orientation - under any circumstances, it takes a new employee at least one year to become accustomed to a new job. At the same time, keep in mind that within the first 30 days, the individual will be making his/her mind up about whether the job was a good choice.
Hire an executive recruiter - last but not least, and in particular if you do not conduct a search process very often, consider hiring an executive recruiter. Not only are these professionals highly skilled in their work but they also have a broad network of candidates from which they can help locate an individual who will fit into your company.
Replacing an employee can cost up to three times their salary in both direct and indirect costs. This makes it all the more important that employers who conduct the search are skilled in carrying out this important corporate task.
According to Leadership IQ, a leading US human resource consulting firm, their study demonstrated that 26 per cent of new hires couldn't accept feedback, 23 per cent were unable to understand or manage emotions, 17 per cent lacked personal motivation and 15 per cent had the wrong temperament for the job. Only 11 per cent of new hires actually showed a lack of the necessary technical skills.
Development Dimensions, another US-based consulting firm, has also undertaken several studies on why executives fail in such a short time. They suggest that behaviours such as impulsivity, low tolerance for ambiguity, arrogance, micromanaging, self promoting, risk aversion or approval dependencies can quickly derail any senior leader.
Yet, can new-hire mistakes be avoided? In my view, yes, hiring mistakes can be avoided by following these simple tips:
Create accurate job specifications - some companies refuse to have job descriptions, thinking they will restrict what employees can do. A good job description is the basic requirement to creating accurate job specifications. You can't hire the right person for a task if you aren't sure what those tasks are or what skills and personal attributes are required. As well, be sure to include organizational culture attributes that are important.
Involve the right people - sometimes a job search is confidential but, in most cases, you need to consult with the managers who will be directly working with the new employee. Seek their input on the selection criteria and specifically focus on the interpersonal skills versus the technical skills.
Applying an appropriate search strategy - targeting and conducting your candidate search requires multiple avenues of advertising. Use a combination of newspaper, online job boards, social networking and employee referral processes so that you get the widest circulation of your message.
Match resumes to skills criteria - make yourself a checklist and compare each resume to this list. Determine whether an 80 per cent match would work and/or if you truly need a 100 per cent match of skills and abilities. Arrange to interview only those individuals who strongly meet your criteria.
Train your interviewers - most managers do not regularly conduct employment interviews on a regular basis and so their candidate search and interview skills are typically quite rusty if they did indeed have them at all. Interviewers need to be trained in interview skills and must develop questions that are directly related to the knowledge and skills required for the job. Ask for specific examples or problems, challenges and accomplishments. Know the questions that are deemed illegal and avoid them at all costs.
Prepare your candidates - share with your candidates as much information ahead of time as possible. Send them brochures, your strategic plan or any other document that will help them to assess your company and your job. The more prepared the candidates are, the better they will be able to respond to your questions.
Limit your talk - If you are doing all the talking, then you aren't learning enough about your candidate. Give as many details as possible but avoid the "run-at-the-mouth" syndrome. If you are doing all the talking, you are wasting time.
Create a multi-level assessment process - one interview will not do it. You need to create a multi-level process such as a plant tour, interviews with other employees or engagement in a business simulation that will help you to see the practical skills the individual offers.
Manage the time lines - there is nothing worse than taking too much time to conduct your search. If this happens, you will lose candidates... they don't want to wait, they want a new job. Prepare yourself for a process that takes approximately six-to-eight weeks. Anything longer than this will create unnecessary problems.
Conduct broad reference checks - involve people who will work with the new candidate. Ask for references from a boss, a peer and a subordinate to make sure you get a well-rounded response.
Plan for effective orientation - under any circumstances, it takes a new employee at least one year to become accustomed to a new job. At the same time, keep in mind that within the first 30 days, the individual will be making his/her mind up about whether the job was a good choice.
Hire an executive recruiter - last but not least, and in particular if you do not conduct a search process very often, consider hiring an executive recruiter. Not only are these professionals highly skilled in their work but they also have a broad network of candidates from which they can help locate an individual who will fit into your company.
Replacing an employee can cost up to three times their salary in both direct and indirect costs. This makes it all the more important that employers who conduct the search are skilled in carrying out this important corporate task.
Paul Croteau, managing partner, is known as one of Manitoba's leading executive search professionals. His more than 25 years of experience in the recruitment of senior management and executive leadership professionals are the foundation to his solid reputation for developing a deep understanding of his clients' needs, enabling him to provide exceptional service and successfully meet the complex challenge of matching the right leader to his clients' business needs. Article Source: http://ezinearticles.com/?expert=Paul_H._Croteau |
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