Richard Fein - 101 Hiring Mistakes Employers Make...and How to Avoid Them
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101 Hiring Mistakes Employers Make...and How to Avoid Them
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Based on interviews with key human resource professionals, this book identifies 101 hiring mistakes employers makefrom asking the wrong questions to failing to verify credentials.
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This book is designed primarily for human resource professionals who want to achieve the best results at the least cost as they carry out their staffing responsibilities. In addition, small business managers and entrepreneurs will benefit from learning about the hiring process for which they may be responsible.
Most material in this book reflects interviews conducted with human resource professionals who discussed with me mistakes they had made or observed and what lessons they had learned. These HR professionals represent a variety of industries from across the United States. Some material is drawn from consultants with expertise on issues dealing with the hiring process. All interviews were conducted in the latter part of 1999.
Hiring Mistakes
We all make mistakes in both our personal and professional lives. Hopefully we can learn from those mistakes and thereby minimize their occurrence.
In the hiring context, what constitutes a mistake? For the most part, the mistakes in this book refer to:
1. Hiring a person you shouldn't have hired.
2. Not hiring a person you should and could have hired.
Page 10
Mistake 3: Not Having a Complete Plan in Place
A partial hiring plan is an asset, but you will still be losing precious time if your plan is not complete. Withit Corporation, for example, was well aware of the need to reduce the lead-time between knowing about an opening and starting the process to fill it. When Larry announced he was leaving for greener pastures, Sheila in HR was more prepared than the company had been in the past, but not quite ready enough. She had an up-to-date job description, and knew of many sources to seek a new employee. Unfortunately, she didn't really have a full-scale plan. Sheila hadn't:
Obtained a pre-vacancy authorization to fill the vacancy should the need arise.
Anticipated needs by staying close to chitchat and anticipating future staffing moves.
Established benchmarks or a time line to measure progress.
Established a recruiting budget.
Identified potential candidates on a just in case basis
As a result, those steps took several weeks to complete.
LESSON: Especially when it comes to key employees, a complete plan for replacing him/her should be in place. An updated job description is an important first step but it doesn't constitute a complete plan. Get hiring managers to review resumes even when not looking for a new hire. Stay in touch with prospects even when nothing specific is cooking.
Page 100
The downside was a high no-show rate for in-person interviews. Jeannine calculated the cost of the IVR itself, imputed a cost of noshows in excess of previous experience and concluded that for her company, the costs outweighed the anticipated savings. Wendy, the HR manager, decided to retain the IVR for an additional year to determine if ways could be found to make the system more effective.
LESSON: There are several lessons here. One is that what works at another company may not work at yours. A second is that another company's criteria for evaluating a system may not match yours. Third, you must determine what time frame to establish for the new system to prove its worth.
Mistake 84: Poorly Designed Internet Ads
It can be a mistake to retain old work styles while incorporating new technology. For example, some employers write Internet Position Openings as though they were newspaper classifieds. However, space constraints are much looser on the Internetyou are not paying by the square inch. It is especially important however to include your important "key words" so that your posting can be more readily accessed by appropriate candidates.
LESSON: Write a fully detailed job description, including necessary skill sets, years of experience, formal training, and the location of the work site. Let potential applicants know exactly what you want them to submit and how you want the material submitted. For example, should a resume be submitted by template, email, fax, or hard copy.
Page 101
Mistake 85: Soliciting Email Resumes the Wrong Way
Here are some ways to avoid mistakes in soliciting e-mail resumes:
Clearly indicate the qualifications you are seeking. Simply stating a job title and location is insufficient to either attract the right candidates or expect inappropriate candidates to eliminate themselves.
Tell the applicant precisely how you want the resume sent. The variety of possibilities confronting a potential applicant is considerable. Do you want:
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