By guest blogger: Steven Chen
1. Identify hiring problems.
Discover what parts of your organization are having problems and why. You can do this by: Asking your HR and department heads for their opinions. ‘Why are people quitting? Why have they become problematic? Why are they being fired?’
Making sure each department and/or HR carries out exit interviews. Ask people who leave why they are leaving, and what you could have done to help them succeed. Do not be fooled by the typical “Pay me more money” answer. Many employees are motivated without money.
Asking your top performers and higher-level positions what they like about their jobs, and what you could improve on. Then, focus on what they like and replicate it throughout the organization.
Evaluating the managers responsible for hiring. Ask them first and then yourself: “Do they need training? Does their system work? Do they take their jobs seriously?
2. Recruit people who match specific positions.
First, you must be able to understand and outline a competency-based job description. How can you expect people to fit jobs if you don’t know what you want, and what is to be expected of them? Make sure to document all competencies required by all jobs in your company on the basis of technical, educational, experiential, and industrial know-how.
This information is not accessible from traditional job interviews or background checks. Assessments provide the tools necessary to analyze these attributes.
3. Be innovative when you prospect for new candidates.
Offer employees bonus referrals for candidates hired. Look for companies that have announced cutbacks. Set up educational relationships. Find universities, colleges, or schools that support your industry and develop relationships with them. Use assessments with current employees to outline potential promotions for higher positions.
4. Prepare for a winning interview.
Review the job requirements in your mind before the interview. Develop leading questions based on the job description that will lead to follow-up questions. The introduction: Interviews can be a stressful situation for all parties involved. Make sure to explain the order of the interview, including how long it will be, and what you will cover.
The body: While asking questions, think to yourself (and take notes) “Can this person do this job, and will this person do this job?’”
The close: This stage is just as important as the previous two. Make sure to summarize with the candidate and outline the next steps. We recommend Lou Adler’s book, “Hire with Your Head,” where he outlines a very suitable closing: “Although we’re seeing other great candidates, I personally think that you have a very fine background. We’ll get back to you in a few days, but what are your thoughts about this new position?”
5. Continually refine your best hiring practices.
Ensure you are always working to conduct the best practices for hiring in your organization. Books like Adler’s, plus workshops and seminars, prove extremely beneficial.
People are your most important asset. Shouldn’t you invest at least as much effort in attracting, recruiting, and retaining them as you invest in winning and retaining customers? Without great employees, there would be no loyal and satisfied customers!
Steven J. Chen, Ph.D.
Organizational Consultant
12268 South 900 East, Suite #302
Draper, UT 84020
801-718-1609
http://www.executivecoachingstevenchen.com
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