The Staffing Doctor

Avoiding Hiring Pitfalls

by Daniel Abramson

Q Samantha from Nashville writes…I'm swamped with professional advice about hiring, but I don't have time to read or digest it all. Can you tell me in a nutshell what I need to do, or not do?

A Samantha, you're right-on about the fact that information overload does not equate to informed action. As we have already addressed "things to do" when hiring, let's focus on "things to avoid."

BLUNDER #1: "PRESSURE" HIRES

There's pressure from within the company to bring someone on in a hurry ("I was under such a time crunch that I had to roll the dice"), and pressure from candidates and their representatives to shortcut the process. In either case, we're depriving ourselves of the opportunity to make a careful, informed decision.

BLUNDER #2: FIRST INTERVIEW OFFER

The best employees often make mediocre first impressions on interviews, but candidates who make great impressions on first interviews often don't hold up over time. That's why you're always best advised to go for a second impression before making a hiring decision. It is only by taking at least two snapshots that you can get a sense of whether a candidate is an acceptable fit.

BLUNDER #3: CAN VS. WILL

Just because a candidate can do a hard skill or job function doesn't mean he or she will do it to your satisfaction. There are all kinds of motivational and interpersonal factors involved in what a candidate will actually do on the job. Ignoring these factors is one of the biggest blunders hiring managers make.

That is why I recommend use of pre-scripted interviews and formal personality assessments.

BLUNDER #4: "GUT" REACTIONS

Most of our "gut" responses tend to be light on supporting details. What you need is a detailed scoring sheet that allows you to assess each person you interview according to criteria that you (and your team) agree are essential elements of the job. It's only when "gut" is supported by metrics that you're likely to make a great hire.

BLUNDER #5: NO REFERENCES

The final piece of the hiring puzzle is third-party confirmation. The best way to do this is via reference verifications, preferably with the candidate's former supervisors.

Provided your questions are detailed and probe for negatives as well as positives, references can provide you with insights about both the hiring decision and how best to manage the new employee. If the first two people you call fail to respond to your reference inquiry, call a third. References deserve the effort required to secure them. EB

If you have a question you'd like to have answered in The Staffing Doctor, send it to Daniel Abramson. Email: Daniel@staffdynamics.biz. An archive of past The Staffing Doctor columns can be found on the Eyecare Business website at www.eyecarebusiness.com.