We find that this occurs because the hiring process really isn’t a process in many companies. Many hiring processes tend to be random and with incompetent, untrained people. This is not a knock on the people, it is just a fact. So why do companies expect hiring to be accurate and to attract top talent with a random or unstructured process?
I know this sounds so obvious. Come on, who in their right mind would expect any business process to be reliable if it produced expected results only 56% of the time. A company wouldn’t allow it. They would fix the process or shut it down. Would any company have incompetent or untrained people processing incoming checks with unstructured procedures? Lose just one check and everything stops, procedures and controls are assessed, people are retrained or fired, and the CFO personally oversees that it never happens again.
This is true with most processes except hiring. Most companies accept a high failure rate. Why any company accepts this is beyond me when this can be improved with some relatively easy fixes.
The fact is that most hiring managers have little or no training on interviewing and hiring. Many only do it once or twice a year. So even if they have some training, by the time they hire someone they have forgotten most of the training. There are no college level courses focused on hiring. Most people learn on-the-job. One day they are an individual contributor and the next day they are promoted to a manager and told to hire their replacement. So how did this person become competent at hiring overnight?
This new hiring manager is going to hire the way they were hired. This new manager will follow the same methodology whether it is good or bad. Where do you think this person will get the interviewing questions to ask the candidates? Generally, from the people who hired them. And where do you think the person who hired them got their interviewing questions? And so on, until we finally hit Moses. Many hiring processes have not really changed with the times. We call this “tribal hiring.” It is just passed down from generation to generation.
The fact is that this new hiring manager is not prepared for hiring. Another fact is that people often assume that because someone has hired a lot of people, that makes them good at hiring even though no one has validated the performance of those hires.
For any process to work it has to repeatable, be structured, have competent people, and have some measurement of accountability so when things go wrong (and they always will) one can identify the problem and fix it. In my thirty years as a recruiter and 15 years helping companies implement a structured process I have yet to find a company that does this.
In fact, I have seen only a few companies that include hiring top talent as part of their performance management system. Why not hold managers accountable for poor hires the same way companies do for other poor performance? At least this would begin to establish a process where a company can identify those managers that need training, so they can become better at hiring.
There are at least five distinct steps to an effective hiring process. These steps have to be repeatable, with competent people and accountability to correct and improve the process. For many companies this falls to HR. However, since the vast majority of companies don’t have an HR department, then it has to fall where everything else in an organization should fall, with the CEO.
The five critical steps are:
- A job description that defines the expected standards of top performance for the position. Not the standard job description that defines a person’s background and lists the basic duties, tasks and responsibilities. The candidate should already know all of these. Maybe companies should ask the candidate to prepare a job description just to see if the candidate knows the job.
- A sophisticated sourcing plan that will attract top performers that are not actively looking for a position, but are open to a compelling opportunity.
- Probing interviews with competent people doing the interviewing that tests the candidate’s ability to the job BEFORE you hire them. This means that the candidate must be able to explain exactly how they will deliver the performances standards defined in the job. They must detail how they will do these in your company, with your resources, within your culture and your budget, with your management style, with your customers, and with all of the the things that make your company different.
- There must be proper feedback or discussion of the candidate’s ability to do the job immediately after the candidate interviews. Not two days later standing in a Starbucks line while you wait for your coffee. Not just asking the question, “What did you think of the candidate?”
- There must other tests, presentations, and assessments to validate that what the candidates said they did, they actually did do and did it at the level and with the results they claimed.
These five steps are absolutely critical in every effective hiring process. Just having them isn’t enough. There must be some metric that determines if the process is working and where improvement needs to occur.
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I welcome your thoughts and comments.