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Bad Apples: What You Need to do to Avoid Those Disastrous Hires
The document outlines key considerations for effective recruitment to avoid bad hires, emphasizing the importance of understanding job goals, daily activities, success behaviors, employee motivations, and appropriate compensation. It suggests a structured approach for hiring managers that includes specific questions to clarify the position’s requirements and candidate fit. The conclusion advocates for a comprehensive evaluation of candidates using validated assessment tools and creating a strong employee value proposition.
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Bad Apples: What You Need to do to Avoid Those Disastrous Hires
- 1. www.new-hire.com Preparing to Recruit: Howto avoid bad apples before you take the first bite! Copyright 2013 NewHire
- 2. www.new-hire.com So you hireda new employee… They look and seem great!
- 3. www.new-hire.com But after sometime… They turn out to be more like this.
- 4. www.new-hire.com Bad Hires Bite. Keyreasons why companies make bad hires: Do not really know target candidate Do not know how to find target candidate Do not know how to identify target candidate Compensation not aligned with talent/title
- 5. www.new-hire.com Two Points ofFocus The Candidate What makes this job attractive to an applicant – Employee Value Proposition Compensation Make this a painless process to apply The Hiring Manager Simple, repeatable process Make hiring easy for this person Make a painless process to sort
- 6. www.new-hire.com 5 Questions YouMust Ask Before You Hire 1. Why does the job exist? 2. What’s the person going to do? 3. What behaviors are necessary to succeed? 4. What motivations does the job reward? 5. What’s the right compensation?
- 7. www.new-hire.com 1. Why Doesthe Job Exist? Define the specific goal of this position New business line/expansion Lighten someone’s workload Replace ineffective incumbent
- 8. www.new-hire.com 1. Why doesthe job exist? Replacing vs. New Position If new, they’ll be evolving as they go because new positions aren’t exactly as predicted. If replacing, will be judged more vs. past employees.
- 9. www.new-hire.com 1. Why doesthe job exist? Think about the needs of your company and what this person will do for the business “We expected that good-to-great leaders would begin by setting a new vision or strategy. We found instead that they first got the right people on the bus, the wrong people off the bus and the right people in the right seats – and then they figured out where to drive it.” - Good To Great by Jim Collins.
- 10. www.new-hire.com 2. What arethey going to do? Bulleted list of daily activities Title, basic functions, reporting relationships, responsibilities, autonomy, basis for success/criteria for judgment See: Elements of Effective Job Description + Pos. Prof.
- 11. www.new-hire.com 2. What arethey going to do? If the position is open because of a promotion, use the promoted person as a resource If not, consult with the departments related to the position Ex: CSR works with… Talk with vendors, suppliers, customers, supervisors, peers, subordinates, etc.
- 12. www.new-hire.com 3. What Behaviorsare Necessary to Succeed? Natural VS. Adapted The DISC Profile, showing respondent’s behavior
- 13. www.new-hire.com 3. What Behaviorsare Necessary to Succeed? Sample job behaviors Beyond just “hard-working” and “goal oriented” Testable, tangible, workplace-specific
- 14. www.new-hire.com 4. What motivationsdoes the job reward? Money is not the only motivator When the rewards of the job match the motivations of the employee, happiness ensues
- 15. www.new-hire.com 4. What motivationsdoes the job reward? Theoretical Utilitarian Social Individualistic/Political Traditional/Regulatory Aesthetic
- 16. www.new-hire.com 4. What Motivationsdoes the job reward? Same assessment as necessary-behaviors Can be given to applicants Conversation-piece in interview
- 17. www.new-hire.com 5. What’s theright Compensation? Know your limit and stick to it Use a broad salary range Offer more than just $ Consult the internet/search for similar jobs in similar areas Start a dialogue with potential employee, if necessary
- 18. www.new-hire.com Conclusion Know why thejob exists and be able to create an EVP Understand the day-to-day activities of the position you need to fill “If the job could talk…” Seek to understand which behaviors and motivations will lead to on-the-job success Use a validated assessment tool and the resulting benchmark to help attract the right candidates and get more out of your interviews Broad range for salary and focus on possible auxiliary perks
- 19. www.new-hire.com Kevin Nye Account Manager| NewHire Kevin@new-hire.com 877-923-0054