How Much HIRING Training Do New Managers or Executives Get?

Ostrich (managers and executives) with their head buried in the sand

If you guessed ZERO, you’re probably not far off the mark. Why do most companies stick their head in the sand like the proverbial ostrich when it comes to hiring and interview training of managers and executives?

Very few companies give their new managers and executives any type of training in how to find, attract, evaluate, verify, vet, and validate the truth in interviews. As a result, the average level of hiring success hovers around the 50/50 mark. Not effectively training managers and executives in how to hire properly is the number one leading cause of hiring failure.

Just because someone has 22 years of experience and has hired 47 candidates in their career – does not mean they are effective at hiring. Experience doesn’t link to success. If we use a criteria of hiring success defined as candidates who achieve your expected outcomes over their first 12-18 months on the job, the actual level of hiring success is probably below 50 percent.

Is there any other process in your business where you will accept random results, results based on each individual managers life experiences, results where you allow bias and emotions to dictate outcomes, or results where no one follows any type of disciplined process?

How about the process of writing payroll checks or the process of paying vendor bills? You’d never accept a 50/50 level of success in those processes – so why do you accept it in hiring?

Okay – you might say “it doesn’t matter what we do – hiring can never be more accurate since people are involved in the process – a walking/talking product.” If that’s not a defeatist attitude, I’ve never heard one. Of course you can improve your accuracy in hiring – primarily by training your managers and executives. Numerous studies have shown, and we’ve validated it in thousands of Vistage/TEC companies, entrepreneurial companies, and large global businesses, that effective training of hiring managers and executives can dramatically improve hiring accuracy.

What are you waiting for? What’s your plan to improve your hiring accuracy? If you accept the trite phrase that people are our most important asset – are you willing to back it up with an investment of funds and time when it comes to training and developing managerial and leadership capability around hiring?

Barry Deutsch

PS – Take our quick one page hiring assessment to determine if your organization is capable of hiring top talent. Click here to download our popular hiring assessment matrix.

Forbes Blogger Called it the Number #1 Mistake that CEOs Make

 

In an article on the Forbes blog, one of their contributing authors wrote that the number #1 CEO mistake is not having a “people plan” for hiring and retaining good people.

Do you give this concept of “people are our most important asset”  lip service, yet your actions indicate you really don’t care?

Years ago, I had the honor of hearing Pat Murray, a Vistage/TEC Speaker ICON. I’ll never forget a comment Pat made in his talk on culture:

 

Your employees will ignore everything you say, write, communicate regarding your culture. They’ll form their perception of the company culture based on your actions.

Are you sending the wrong message to your people about what you want your company culture to be?

Do you tell everyone that people are the most important assets, yet you’ve eliminated all training and development? Do you let your managers hire the cream the crap when they become weary of hiring, instead of forcing them to hold out for the best talent? Are all your human capital systems aligned around performance – including compensation, on-boarding, succession planning, feedback and coaching, and recognition? Has every manager and executive been through the same training for hiring and retention?

Most organizations “muddle” through the process of hiring and retention. There are no real systems and processes in the vast majority of small businesses or entrepreneurial organizations. The process of hiring and retention is left up to individual managers and executives to do “as they see fit” based on their experiences in other companies.

Some do it well and others stink at the process of hiring, retention, and performance management.

The minute you as the CEO/President start to set the standard for hiring and retention with rigorous systems and processes, instantly the quality of people in your organization begins to improve along with every other performance metric. This is not something that can be delegated to an HR manager or another executive. Setting the tone and expectations for hiring and retention must come from the top.

If your actions around hiring and retention convey to the organization that you’re simply giving lip service to the concept of having a “people plan”, then you’ve just set the glass ceiling on the potential success of your organization.

Here’s the key question: Do you have a written, rigorous, time-based, outcome-driven PEOPLE PLAN? If not, are the people in your organization important enough to put one together? Should you start today?

Barry Deutsch

To read the full article, click the link below:

The Number 1 CEO Mistake That Will Kill Your Company