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As part
of my employee recruiting, selection, and retention training sessions, I
always ask participants to share the difficulties they commonly
experience during the hiring process.
The funniest response I ever got was just last month when a middle
manager at a large telecommunications company stood up and said: "I
interviewed the good twin and the evil twin showed up for work."
Everyone in the room burst into a hearty, been there, done that, laugh
of recognition.
For the past year, whether I'm talking to the owners of auto repair
shops, realtors, or florists, everyone's top concern is how to get good
people to apply in this fully-employed economy. The next top two
concerns are getting applicants to be truthful and how to tell if the
person will be successful on the job.
Unfortunately, hiring mistakes are as much the norm as the exception. In
fact, the U.S. Dept. of Labor tells us 50 percent of all new hires quit
or get fired within the first six months. Yet, in spite of the costs and
headaches associated with employee turnover, most hiring managers
continue to rely on first impressions and interviews to decide who gets
the job.
The practice is so widespread that a Michigan State University
industrial psychologist conducted a rigorous study of the matter. His
conclusion was that relying on an interview is only eight percent more
effective than if the interviewer had simply flipped a coin! Heads
you're hired, tails you're not. Is that any way to choose who will
represent your firm?
While there are lots of different interviewing techniques and many types
and kinds of questions you could use to improve interviews, I'd like to
suggest that before you even start recruiting, that you ask yourself
these five questions first:
1. Can you do the job another way or without people? The nation's record
low unemployment and our population's demographics tell us the labor
shortage will continue for at least the next 10 years, so ask yourself
if all or part of the job can be automated. Could it be outsourced? Can
any tasks be shared with others in your industry or other businesses
near yours? Are you taking full advantage of the efficiencies offered by
technology? (Rather than bogging you down, technology should free you
and your people to take even better care of your clientele.)
2. Why would anyone want to work for our company? In today's labor
market, you have to differentiate your business from every other
employer vying for the same job applicants. What do you offer that
others don't? What could you offer that others don't?
Most small businesses don't realize the advantage they have over the
Fortune 500 in this regard. Due to their smaller size, they can more
easily accommodate their employees' increasing needs for flexibility.
More and more often, employees are reporting money is no longer an issue
while work/life balance is.
3. Would I work for myself? When people have their choice of jobs, not
many will stick around where they are unappreciated or treated shabbily.
If you're too caught up in the difficulties and challenges of being an
owner or manager to show your appreciation to employees, I have two
words of advice: Stop it.
Another big part of the equation is fun. Yes, business is a serious
matter, but there's no reason it can't be fun. If yours were a fun place
to work, you'd be such an obvious exception to the rule that it would be
incredibly difficult for competing employers to lure your good people
away.
4. How will I know this person is the right person for the job? Well, we
already know to cross the interview off the list as a possible right
answer. So, how do you find out? You use testing - it's the only way to
ensure you get what you need.
The first step is to identify the mental and physical capacities,
attitudes, and skills that it takes to do the job. How smart does this
person need to be? What kind of physical strength, stamina, and
dexterity are required? How will you find out about attitudes like
honesty, dependability, and customer service and sales skills? Once you
pinpoint what's required, use testing to make sure you get it. Make up
some tests or check out the many validated tests on the market like our
own HR Test for Managers and Professional.
5. What will I do to
ensure the new person's success? Orientation and training are the two
obvious answers, but I want you to go beyond the obvious. What are you
going to do to keep your new hire happy and motivated? If you don't
know, it won't happen.
So, besides coming up with a list of questions to ask applicants, ask
yourself these five basic questions first. The exercise will refine your
focus, improve the hiring process, and deliver better results.
NOTE: For information
about Mel's HR Test, contact Frog Pond Group 800-704-FROG (3764). |
