If you are in a leadership or HR position, or if you teach business students, make sure everyone involved understands and uses effective hiring practices. Good practices save money and time, and promote a positive reputation. Poor practices do just the opposite. Let me give you an example and some recommendations.
Recently, in answer to an advertised position with a well-known international company, an individual forwarded the appropriate materials. A couple of weeks later he was contacted and invited to come in for an interview. Although the distance was significant and would take a long day’s drive and an overnight stay, the applicant made the trip.
The interviewer was impressed and encouraging. However, the company was not quite ready to hire. The interviewee returned home. Approximately a month later, he was again contacted and requested for another interview. The company representative was very encouraging. Since the applicant was out of work, and would have to bear the expense of the travel and another overnight stay, and in light of the very positive response of the company representative, he decided to move his family to that area.
After the move, time passed – one week, two weeks, three weeks, four weeks, a month. While still encouraging, the representative related that they were just not quite ready to hire.
This is not a new story. Unfortunately, I am seeing too many of these. And, they aren’t about new businesses or those known to be inefficient or ineffective. On the contrary, these organizations have names recognized all over the world.
Here are some recommendations.
First, focus. Before adding to, or altering your organization, do a thorough review. Involve all appropriate sections. Determine exactly what you need and when it would be appropriate to fulfill that need.
Second, use the Canary principal (review: Getting the best ) have a specific list of required skills and attributes. That will enable you to be effective in evaluating applicants. This is particularly important at the interview stage.
Third, review with all interviewers, effective interview practices – specific questions, understanding glare, leading, etc. (review Glare )(Who They Hired).
Fourth, have a timeline. If you cannot determine a timeline, you are not ready to open the position. That timeline should be shared with applicants.
Use appropriate hiring methods; everyone benefits.
Recently, in answer to an advertised position with a well-known international company, an individual forwarded the appropriate materials. A couple of weeks later he was contacted and invited to come in for an interview. Although the distance was significant and would take a long day’s drive and an overnight stay, the applicant made the trip.
The interviewer was impressed and encouraging. However, the company was not quite ready to hire. The interviewee returned home. Approximately a month later, he was again contacted and requested for another interview. The company representative was very encouraging. Since the applicant was out of work, and would have to bear the expense of the travel and another overnight stay, and in light of the very positive response of the company representative, he decided to move his family to that area.
After the move, time passed – one week, two weeks, three weeks, four weeks, a month. While still encouraging, the representative related that they were just not quite ready to hire.
This is not a new story. Unfortunately, I am seeing too many of these. And, they aren’t about new businesses or those known to be inefficient or ineffective. On the contrary, these organizations have names recognized all over the world.
Here are some recommendations.
First, focus. Before adding to, or altering your organization, do a thorough review. Involve all appropriate sections. Determine exactly what you need and when it would be appropriate to fulfill that need.
Second, use the Canary principal (review: Getting the best ) have a specific list of required skills and attributes. That will enable you to be effective in evaluating applicants. This is particularly important at the interview stage.
Third, review with all interviewers, effective interview practices – specific questions, understanding glare, leading, etc. (review Glare )(Who They Hired).
Fourth, have a timeline. If you cannot determine a timeline, you are not ready to open the position. That timeline should be shared with applicants.
Use appropriate hiring methods; everyone benefits.
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