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Hiring Practices

Many experienced executives and managers, while reflecting on what they would do different if they could do it again, say that they would do a more strategic and careful recruiting of candidates for their teams. While busy and under pressure of the moment, they often didn’t spend enough time doing their due diligence - checking the candidates’ backgrounds or developing criteria that needed to be met for various roles or assignments. Keeping long-term objectives in mind and being selective pays tremendous dividends long-term. Looking at the competence of the candidate is not sufficient. You also have to do a sufficient check of the candidate’s character because it is only a matter of time before the overlooked flaws in either area surface themselves. Training and development are important, but recruiting and selection are much more imperative. 


Staffing refers to acquisition, development, and retention of human capital. It is essential in today’s highly competitive environment and is probably the most critical determinant of an organization’s performance and success. 


Selecting the right candidate for the job is extremely important. As a hiring manager or Human Resources specialist, you should first verify resumes for accuracy and screen the candidates’ skills against the key job requirements. Typically, those who do not pass this screen either have significantly different qualifications, insufficient experience, education, or inability or unwillingness to travel, relocate or accept the designated salary.


Those who pass the initial screen could be contacted for the initial discussion. You may either invite the person to the interview, or first have a brief phone discussion to ensure the candidate has the minimally required communication skills and do the initial assessment.


The interviewing process is the best time to discover whether the applicant is right for the position. It allows you to see the person behind the resume and assess whether he may be able to perform the job. It is a known fact that most of the time, the hiring decision is done during the first 5 minutes of the interview. Pay attention to how the candidate handles him/her-self, answers questions, communicates and so on. Remember, that the interview should be structured and with a purpose (even if it’s informal), yet not to be intimidating.


A great deal of time, energy, and money is spent on recruitment of a new hire. However, if the new hire is not helped, taught, motivated, and respected, then the entire hiring process would have yield little more than an unhappy new employee. Once hired, take time to ensure you provide good opportunities for socializing, resource requirements and have thought of measuring success.


Even after the first-day lunch with the supervisor, orientation, and the first few weeks of training, there is still a lot of effort needed to help the new hire become a good employee. Depending on the type of position, it may take anywhere from a few weeks to a year or more for a new staff member to learn everything the job entails. Checking in periodically to make sure the new hire is comfortable with his / her responsibilities three months, six months, nine months into the job is crucial. A new employee should feel comfortable to ask questions, discuss conflicts, and discuss working conditions with their supervisor.

The more time spent training and assisting new hires, the better the ROI for all of the resources that went into acquiring them. New employees need to know that they are part of a team. Recognizing and addressing any issue they may have will reduce anxiety, boost morale, foster productivity and creativity.



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