Hire RightOr Hire Fright?

Brian Young & Mitchell MandelRockIt Career Consultation Services

RECRUITING

Recruiting Costs

● SHRM Survey (2016) found

○ Average cost for recruiting was $4,129

○ Average time to fill positions was 42 days

● Job Boards

● Assessments

● External/Internal Recruiter

● Branding Efforts

Advertising vs. Networking

Job Boards

● More applicants

● Lower quality overall

● Higher costs

● Indeed most effective for

entry-level

● LinkedIn most effective for

mid-level/senior-level

Networking/Referrals

● Fewer applicants

● Better quality

● Lower costs

● Greater efforts

● 85% of hires through this

method

Job Descriptions

● Don’t be cute

● Be specific when describing

job duties

● Requirements that meet

the minimum qualifications

● Don’t eliminate protected

class unless requirement is

a BFOQ

Think:

● Knowledge

● Skills

● Abilities

● Attitudes

Reviewing Candidates

Focus on:

● What do they have to have?

● What would be nice, but not necessary?

● What are the most important things a

candidate needs to be successful?

Write these down and judge each

candidate accordingly.

Interviewing

Best Practices

● Your goal: find someone who will be

○ Competent

○ Good team fit

● Use the job description to compose

questions

● Ask the same behavior-based

interview questions and take notes

● Conversational style, but not too

personal

Avoiding Bad Candidates

● The Bad Attitude

● The “Perfect” Interviewer

● The Helpless One

● The Ghost

● Mr. / Ms. Ambitious

● Negative, confrontational

● Test with work problem

● Ask about independent learning

● Ask about a challenges with

attendance and how corrected

● Ask about their expectations

Testing

Useful, But Be Careful

● Job relevance

● Predictive of performance

● Reliable

● Doesn’t discriminate

● Inner View Advisors - The Turnover

Terminator, Art Snarzyk

Selection

Select Objectively

● Use your criteria

● Score their responses

● Weight items based on what is most important for job

● Listen to your gut, but don’t follow it automatically

● Wait until they are all completed before deciding

Making an Offer

● Use your company’s salary structure (if you have one)

● Research your geographic and industry market to ensure you’re

competitive

0 to 5 Years 5 to 10 Years 10 + Years

Minimum Mid-Point Maximum

On-Boarding&

Training

Best Practices

● Schedule first day so that manager

will be there

● Set clear expectations

● Introduce to everyone and explain

what they do and why

● Train on everything they need to

know and do

● Be available

Progress Follow-Ups

Schedule to meet with your new hire:

● First week

● First month

● First three months

● First six months

● First year

The Good, Bad, Good Method

● Don’t just focus on areas they need to improve

● Applaud all their successes

● Then discuss aspects to improve

● Conclude by reiterating what they are doing well and are still a

valuable member of the team.

No Hire is Perfect . . .

Wrong Hire or Wrong Job?

● Are there outside issues that you don’t know about?

● What motivates them? Is this job meeting those needs?

● What are their strengths?

● Do these align with the job you’ve hired them for?

● Are there other jobs in your business they would be better

suited?

What to Do

Give them a chance first:

● Provide feedback

● Take notes on all your actions and keep on file

● See if there’s improvement, but if all efforts are exhausted, it’s

time to end the relationship

Don’t let it drag on too long:

● Hurts productivity and morale

● Doing your employee no favors