No one intentionally hires someone who can’t do the job or who just doesn’t mesh with the team. And yet it happens more often than we like to admit. In fact,one survey found that 8 of ten companies had made a bad hire, with 22% of respondents admitting they'd made a bad hire that cost the organization over $50,000.
Photo by tishamp, Flickr
What can you do when the candidate with the amazing resume, who aced every interview and raised no red-flags during reference checks, turns out to be a non-starter on the job?
Well, first you have to find out about it.
Stay on Top of Onboarding
With the amount of time and energy it takes to source, interview and select the best candidates, it’s surprising how often actions and reactions are not monitored during the onboarding process. Of course that may be hard to do if onboarding in your organization consists of filling out the payroll paperwork and handing the new hire a binder. Effective onboarding may include everything from orientation sessions to completing a series online training modules to shadowing a colleague or supervisor for the first few weeks. Whatever your onboarding process, make sure that opportunities for observing and tracking the new hire’s actions and reactions are part of it.
Watch for Telltale Signs
When we believe we’ve found and hired the right person, it’s not uncommon to immediately refocus on the next challenge with a sigh of relief. Unfortunately, that means we might miss the early signs of a bad hire. Here are just a few indicators that something could be amiss:
The new hire…
avoids or fails training assigned as part of the onboarding process.
does not complete (or botches) tasks assigned as part of the onboarding process.
demonstrates a significant change in appearance, conduct and/or attitude from what was demonstrated during interviews.
complains frequently about the job, the company, co-workers, etc.
makes unreasonable or inappropriate demands.
doesn’t seem able to manage the fundamentals of the job without help even after training and supervised practice.
produces poor quality work.
regularly misses deadlines.
comes into conflict with colleagues when required to interact.
triggers an increase in customer complaints.
repeatedly disregards company policies regarding start times, lunch breaks, etc.
If you think you may have a bad hire on your hands, you owe it to yourself to dig a little deeper. If possible, you want to determine why this person is failing. First, ask yourself some hard questions:
Is it truly a bad hire, or did we drop the ball somehow?
Are the skills we advertised and interviewed for the actual skills required to succeed in this position?
Have we provided the necessary support and training to the new hire or did we drop them in at the deep end without a life vest?
Did our onboarding process exclude information about the “unwritten rules?”
Have all instructions given to the new hire been clear and understood?
Is there anything we did or didn’t do that might have set the new hire up for failure?
Once you’ve vetted your own process and are confident that the problem does not stem from poor hiring, ineffective guidance or a flawed onboarding process, here are a few more questions to consider:
Does the new hire lack essential skills listed on the resume? If so, was there clear deception involved or is it just a matter of degree?
Are you able (or willing) to provide additional training to address unexpected skills gaps?
If you know the skills are present (i.e. you tested for them), is the new hire just not trying?
Has a personal crisis come up that’s distracting the new hire?
If the new hire lacks motivation or focus, is there anything you can do (or are willing to do) to change it?
Only you can decide when and where to draw the line on a bad hire. It’s important to remember that the cost of replacing a bad hire is seldom as high as the cost of keeping one. In a Robert Half survey  of 270 CFOs, the single greatest cost of a poor hiring decision was identified (by 41% of respondents) as lower staff morale, followed by lost productivity (34%). So, once you determine you’ve made a bad hire, move quickly to resolve identified concerns or help your bad hire move on to a better fit elsewhere. Don't let one bad hire damage the whole bunch.
In our earlier post, Contingent Workers Pros and Cons - Part 1, we looked at the advantages a growing and increasingly qualified contingent workforce offers to employers. As a continuation of that discussion, today we consider some of the challenges associated with hiring more temporary, part-time and contract employees.
Wikimedia Commons, Public Domain
Disadvantages of Contingent Workers
Reduced control: Employers have less control over contingent workers, especially independent contractors who are self-managed. They can accept or refuse work and typically set their own hours, so the employer has only the power of the paycheck in these relationships. The control of temporary
The contingent workforce is made up of temporary workers, part-timers, interns, consultants, contractors and outsourced workers. And make no mistake, it’s growing.
Photo by Michael Coghlan, Flickr
According to the 2014 Global Analysis of the Contingent Workforce Index (CWI), “the United States and Canada stand out for having substantially large contingent workforces for the region [the Americas], at more than nine million people and 2.5 million people respectively…” Some estimates expect the growth to continue and predict as many as 64.9 million in the contingent workforce in the United States by 2020.
What does this trend mean for your
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U.S. Department of Agriculture, Flickr
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This posted orginally appeared on the LightCMS blog on Wed, September 10, 2014
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Recruiting, Wikimedia Commons
Creating an Employer Brand
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Here is a screen shot of the job posting in question. I’m ashamed to say that the company who posted it is in our own backyard.
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“Have you never met a better salesman than
I’m always surprised by the intermittent way most companies recruit. Even those with designated internal recruiters seldom look for potential candidates except when they have an existing vacancy to fill or a hiring requisition in hand.
Public Domain, Flikr
And what’s wrong with that?
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Photo by Piutus, Flickr
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