Home' micenet eMag : micenet April May 2015 Contents RECRUITMENT | JOHN HACKETT
read an interesting article recently by
Jeffery Giesener, a writer and blogger on all
things recruitment and he was discussing
the cost of recruiting the wrong candidate
into a company. He said that the industry
“rule of thumb” is a recruitment mistake can
cost you three times the candidate’s annual
salary. Not to mention the lost opportunity
cost: lost business, potential clients, etc.
And you’re back to square one, looking for a
replacement. So the stakes can be high
when you are recruiting.
Giesener went on to say that employers
often hire quickly and fire slowly, which will
often exacerbate an already fraught situation.
And, he adds, that a lot of employers base
their recruitment decision on previous
experience which he believes is actually a
poor indicator of future performance.
So what is an alternative approach?
According to Giesener the best strategy is to
focus on a candidate’s behavioural traits. He
outlines four behavioural categories that
should accurately predict how a person will
perform on the job. These traits have nothing
to do with intelligence, knowledge,
experience or education. Rather, they have
everything to do with how they are as people,
how they instinctively do things, and the
decisions they make from moment to
moment. These traits are:
Recruiting a poor candidate can have big implications, writes John Hackett.
THE COST OF A
1 Motivation: what drives a person. Some
jobs require people who are motivated by
ego, others by ideals, or others, by what’s
best for the group, etc.
2 Thought: how a person gathers
information and reaches a decision. One
job could require people who are methodical and thorough while another might need those
who can make split-second decisions based on minimal information, etc.
3 Action: how a person does his or her job. One job might require people who work best
alone, while another needs those who work best in a group. Some jobs attract people who
love variety; other jobs need those who prefer routine, etc.
4 Interaction: how a person communicates with and relates to others. Some jobs need
people who are confrontational; another job needs someone who is accommodating, etc.
Giesener goes on to say that behavioural traits can’t be learned - you either have it or you
don’t, but on the job information and knowledge can be, and once you recruit people who are
the right behavioural fit, Giesener says they will learn on the job knowledge surprisingly quickly.
So, where to from here? Well, as an employer you need to identify the behavioural traits you
require for success in each role within your business across the four key areas as outlined
above. Once identified, you can then prepare a set of unique and “loaded” questions that you
can direct to candidates in interview as well as to previous employer referees who have
witnessed the candidate on the job in earlier roles. By asking an appropriate series of questions
you are going to be able to reveal the essence of a candidates’ behavioural style, “warts and
all”. In other words, you will expose what you need to know about that candidate’s inner
motivation, decision-making style, preferred work patterns and the way they interact, and how
well that matches other top performers for specific roles in your business.
This will form the “yardstick” by which you can measure each candidate and the closest
match for each role should be the best fit for that job. In turn, you will need to rely less on
gut instinct and it should follow that there will be fewer surprises (and recruitment costs)
down the line. m
Contact John Hackett at Event Recruitment on (02) 9279 2019 or firstname.lastname@example.org .
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ACCORDING TO GIESENER THE
BEST STRATEGY IS TO FOCUS
ON A CANDIDATE’S
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