Hiring the Right Fit
This week, executives representing 32 teams will gathered in Dallas, Texas for the annual NFL Draft. NFL personnel spend months out of the year interviewing, testing, and analyzing hundreds of potential candidates. Teams select players based on their current and future needs, in addition to the players’ ability to fit into the team’s schemes and organizational culture. Teams know their selections will have ramifications on their organization’s success for years to come.
How much do you invest in selecting a new employee for your team?
According to a May 2017 SHRM article, the total cost of a bad hire can be “astronomical.” Costs include recruiting and advertising costs, onboarding and training costs. negative impact to existing employees and customers, and possibly the company brand. The same article quotes a 2012 CareerBuilder survey which 22% respondents admitted they lacked the skills to interview and hire employees effectively. This results in underperforming employees.
When I train managers on hiring the perfect fit, we focus on looking at the candidates’ skills, characteristics, and knowledge/experience. I challenge them to answer three main questions regarding their new hire:
Who do I want them to be?
What do I want them to do?
What do I want them to already know?
One of my favorite exercises in the workshop is a scenario where I tell participants they are required to bring a new dog into their home. This is detailed in the chapter Choosing the Right Breed from my book Sit Stay Succeed! Considering where they live, their lifestyle, family members, and other pets, participants list qualities and characteristics they require the dog to possess. After all, I wouldn’t bring home a large Saint Bernard if I live in a small apartment. Participants review the list and circle their top three to five non-negotiable items. After we complete the dog exercise, we use the same principles to create a similar list for new employees.
It is amazing how many participants tell me they have never spent this much time before in creating a list of skills and characteristics for interview candidates. The reason is probably not too surprising. That CareerBuilding survey found nearly half of the respondents said they made a bad hire because they felt rushed into quickly filling a position. When you attempt to fill a position with an employee who doesn’t have the necessary skills or characteristics to perform the job or align with your organization’s culture, you are asking for trouble. You can’t make a big dog a small dog, and can’t convert a 320 pound defensive linemen into a speedy receiver.