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6 Smart Hiring Steps to Hire the Super Employee

Posted by Huy Tran on Aug 28, 2014 10:15:00 AM

Although your business may be profitable, that doesn't mean you should ignore issues that could be causing serious long-term damage. If you are experiencing high staff turnover, or your new hires are not fitting well with your organization and its values, follow these 6 steps to ensure smart hiring processes and that you get the most out of your people.

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1. Determine the cost of turnover

Many managers shy away from this task or leave it until last minute. However, it is not as difficult as it seems. Take the annual salary of any job for which you have excessive turnover, add the typical 30 percent for benefits, and calculate 25 percent of the total. That is the absolute minimum it costs you every time that position is turned over. Multiply this number by the number of times this position has turned over and do this for every job where you have turnover.

Scary!! And don't forget about other costs incurred with onboarding and hiring (fee's, travel, advertising, training costs). See our recent post on: What does employee turnover really cost?

But don't fret, we are here to tell you just what you can do to dramatically reduce your turnover levels and ensure you have the right person in the right job!

2. Identify hiring problems

 Identify which parts of your organization are having problems and why, you can do this by:

  • Ask HR and department heads for their opinions. "Why are people quitting, why have they become problematic, why are they being fired?"

  • Carry out exit interviews. Ask people who leave what you could have done to help them succeed and prevent their departure. Do not be fooled by the typical 'Pay me more money' answer. Many employees are motivated without money.

  • Ask your top people what they like about their postion and what you can improve on. Then, focus on what they like and replicate it throughout the organization.

  • Evaluate the managers responsible for hiring. Ask them first and then yourself: 'Do they need training, does their system work, do they take their job seriously?'

3. Recruit people who fit jobs

  • First, you must be able to understand and outline a competency based job description. How can you expect people to fit jobs if you don’t know what you want and what is to be expected of them?  Make sure to document all competencies required by all jobs in your company on the basis of technical, educational, experiential and industrial know-how.

  • Match people to jobs - Harvard Business review conducted a study with 36,000 people in 14 industries over 20 years, in attempt to understand what made for job success. They discovered that when people are matched to their particular jobs they are in line for success. Elements include having the right level of learning ability, that they are motivated to do the job, and that their personality and behavioral tendencies equip them to do their jobs well.

This information is not accessible from traditional job interviews or background checks. Assessments provide the tools necessary to analyze these attributes. Learn more about assessments.

4. Prospect innovatively for candidates 

There are many sources that employers often disregard

  • Offer employee bonus for referrals of candidates you hire

  • Look for companies that have announced cut-backs

  • Set up educational relationships - Find universities, colleges or schools that support your industry through their curriculum and develop a relationship with them

  • Use assessments with current employees to outline potential promotions for higher positions.

describe the image5. Prepare for a winning interview

  • Review the job requirements in your mind before the interview. Develop leading questions based on the job description that will lead to follow-up questions.

  • Introduction - Interviews can be a stressful situation for all parties involved. Make sure to explain the order of the interview including how long it will be and what you will cover.

  • The Body - Whilst asking questions, think to yourself (and take notes) 'Can this person do this job and will this person do this job?'

  • The Close - This stage is just as important as the previous two. Make sure to summarize with the candidate and outline the next steps. We recommend Lou Adler’s book, Hire with Your Head, where he outlines a very suitable closing: "Although we're seeing other great candidates, I personally think that you have a very fine background. We'll get back to you in a few days, but what are your thoughts about this new position?"

 6. Continually refine your best hiring practices

  • Ensure you are always working to conduct the best practices for hiring in your organization. Books like Lou Adler’s, plus workshops and seminars, prove extremely beneficial. Your local Profiles office can let you know what events are scheduled in your area and where.

  • People are your most important asset. Shouldn’t you invest at least as much effort in attracting, recruiting and retaining them as you invest in winning and retaining customers? Without these great employees, there would be no customers. 

Source: Profiles International

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Topics: Effective Hiring, right hiring, recruitment, hire, recruiting, Human resource, hiring

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