Whether or not you choose to hire JBA to handle your candidate needs, there are several mistakes that we've observed executives sometimes make in hiring. Check our list and see if some apply to you!
1. Deciding within the first half hour if you think the candidate is a good fit.
We all want to finish the interview process and move on, right? Maybe not the best idea, though. Give yourself (and the
candidate) a chance by postponing any decision-making for at least half
an hour instead of accumulating evidence to justify that first impression.
2. Underestimating the importance of a good personality fit.
Pay attention to the subtle elements of the candidate's personality as the interview progresses. It doesn't mean he or she is "wrong", it just might mean that the person doesn't fit well with the position, co-workers, and you, chances are their background and talents may not be best utilized.
3. Looking only for a background with an exact industry match as opposed to the "best athlete".
Keep in mind the experience of college football coaches. How many high school quarterbacks end up being outstanding wide receivers or running backs? The high school team often has their best athlete play the most important position. You decide how much experience is necessary, but don't let it be the only criterion.
4. Relying on available databases and advertising to find candidates.
A best-qualified candidate may never reach the point of being in a database, much less happen to run across your ad. Some great candidates are often not actively looking for a new position. Out-of-the-box, creative thinking is necessary to find and attract top talent.
5. Not validating necessary job skills.
Who's the best judge of what you need for the position? Rather than just relying on past examples, have the candidate give a presentation. Or write a paper demonstrating his or her principles on company expansion, or sales, or management, or whatever fits in your company.
6. Only checking the references that the candidate offers.
No one can blame prospects for giving references that they know will provide a sympathetic view of their abilities, but don't stop with just those. Do a little digging with your candidate and obtain some references beyond what the candidiate suggests. Get the most complete picture you can!
7. Surface-level questioning of references.
In your reference preparations, do a little deep thinking about the questions you'll be asking. How does this position specifically relate to your company's real-life needs? How might the candidate's long-term plans work with your company's long-term plans? Prepare some questions that'll have the reference give you some fresh responses.
8. Filling a "hole" in your company.
Somebody has left your company. Before you start looking for that right candidate, design a job description that reflects your company's future, not just to bring in more people to fill in the hole or "shoulder the burden". Make sure the job description includes your expectations and the metrics to measure them. This is an ideal time to be generative not reactive!
9. Assuming the new employee will sink or swim in the first 100 days.
The first 100 days are
critical, so why not give the new person (and your company) the best chance for success? Make sure the expectations are clear (check that job description!), integrate the new hire into
the company's culture, and provide immediate feedback. These methods and others that maximize communication are ways you can set the tone for a successful
hire.
10. Not getting back to the candidate in a timely manner.
Keep 'em on your side! Make sure the
prospect knows your company would be great to work for even if they are
not the final choice. Their opinion of your company will affect what they say to others. Each person you come in contact with is part of your marketing campaign. Remember what it was like to be in their shoes?
