Are you Recruiting the Right mix of People?
- Details
- Published Date
An obvious mistake that many employers make is to use an almost template approach to recruiting - the skills look right, they've worked in a similar organisation or undertaken similar work (sometimes for a competing organisation), they don't appear to have three heads or breath fire, and they can start when you need them. They might even be happy with the remuneration package you're offering as well.
Depending on how thorough and experienced you are at checking out referees and whether you know the right questions to ask, you could still find yourself employing the wrong person for the job without realising it until it's too late.
To the seasoned employer it's common knowledge that the secret to a harmonious workplace lies primarily with the recruitment and selection process. The old adage "marry in haste, repent at leisure" applies equally well to employing in haste, and extracting your organisation from an unsatisfactory hire can be time consuming and expensive, not to mention hugely damaging to your reputation and staff morale.
Getting it right shouldn't be rocket science if you follow a few basic guidelines.
Use the skills match as a screening tool. Include those applicants that have at least 60 to 70 per cent of the skills required (more if it's a really technical role requiring a lot of specialized expertise), but just as importantly ascertain if they have enough initiative, the ability to pick up new skills and the willingness and desire to do so. It's useful to ask the applicant what skills they believe they're lacking for the role and to discuss how these might be gained - on the job or in an external training environment. Check that they're willing to upskill, don't assume anything.
Experience is invaluable but if you're offering them 'more of the same' chances are they won't stay long, especially if they're changing jobs through boredom. It's always good to identify potential and to take on new staff who still have room to develop and grow.
Attitude - well the right attitude to be exact - was the silver bullet employers were searching for a few years ago, and while it is a really important ingredient, it's not enough on its own. And be careful that confidence doesn't exceed competence watch for over-confidence as it can be used to mask weakness.
Don't let emotions get in the way
Don't be sucked in by the applicant who shares the same interests as you, or who went to the same school, university etc, or who was born in the same town, has the same star sign or reminds you of someone you once had a crush on. In other words, don't let your emotions get in the way. It might sound flippant but it does actually happen - it's human nature to be attracted to people who are like us. 'Mirroring' is the recognized term for this.
Check for personality fit. Will they get on with the rest of the team? This doesn't mean that they'll become best friends within the first week - in fact it's better if they never become best friends with their workmates, but that's a whole different story! It is important however that there isn't anything that could cause undue friction between team members, especially if they're working closely together.
Look for a willingness to get on with others, a desire to help out, a friendly manner, the ability to smile easily (a sense of humour is a bonus, especially if it's shared), no obvious mood swings, no chips on the shoulder, no drama queens or drama kings, and no bad or annoying habits. It goes without saying that a good level of personal hygiene and grooming is essential; good health and/or a healthy lifestyle help too.
Check the cultural fit
Similar values to the other staff as well as to the organisation's overall values and culture are essential and these days there are a range of tools available to help identify and match these.
As well as the points raised above, an ability to communicate well and being able to build and maintain good relationships are also essential assets in any workplace.
However, these are usually not part of our formal training and tend to be inherited or learned as we go through life. We generally take them for granted, assuming we're all good at this, yet they're vital to our success in all we do, but do we actually check these out during the selection process for new staff?
Most of the problems we encounter in employment situations come down to a breakdown in either communications or relationships or both.
Are they on your check list? They should be.
Beverley Main
HRINZ
