Mitigating The Risk Of A Bad Hire
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Mitigating the Risk of a Bad Hire
Copyright © Gailforce Resources 2008
The cost of a bad hire Employment branding The selection process On-boarding Evaluation
Employee turnover Lost work days Inefficiency Lost customers Accidents
These are just a few ways a bad hire can impact your business
Advertising costs Time for the HR function (drafting, placing ad,
long/short listing arranging interviews, interviewing, reference checking, etc)
Productivity losses Cost of training
$22,658.37
for a minimum wage job
For Current Employees: It reminds your current employees – why you are an
employer of choice
It helps employees internalize Company values
It turns employees into recruiters
For Job Seekers Tells them why your organization is a great place to work.
Tells them which types of employees are a good fit.
Can drive the selection of particular behaviors.
Differentiates you from your competitors and illuminates those aspects of your organization that are unique and successful
Grid saves time
Document ensures consistency
Document provides information if short listing methods must be justified
Grid reduces rater bias
Pre-tests specific to job requirements ensure applicant ability to perform required tasks
Consistently applied, improves selection success for suitability to job requirements
Reduces likelihood of interviewing unsuitable candidates
Collect information about job related knowledge, skills and abilities
Sell your strengths as an organization
Determine if the potential is a good fit for the job, and the organizational culture
Legal considerations for hiring
Ask questions carefully
Know the labour laws, acts and legislation for your jurisdiction
Regardless of your geographical location know the legal considerations and mitigate risk by basing your recruitment efforts on clearly defined job requirements
Fit with existing team
Fit with management style
Impacts engagement
Successful performance will impact business bottom line
Impacts retention
*Fit does not mean same
Stereotyping Inconsistency in Questioning First Impression Error Negative Emphasis Halo/Horn Effect Cultural Noise Non-verbal Bias Contrast Effect Similar-to-me Error
Your base for designing interview questions and determining qualifications
Follows a predetermined outline of questions
Has flexibility in the process to ask follow up questions
A consistent process allows for ease in comparing candidates as they are assessed on the same basis
Based on the belief that past performance is the best predictor of future performance
Specific to job requirements
Behavioural approach boasts a better than 70% chance of predicting a candidate’s ability to do the job
Based on job requirements, culture of organization, future plans, desired characteristics
Tell me about a time when..... Give an example of a situation.... Describe a situation...
How exactly did you do that?
Tell me exactly what steps you took to resolve that
What was the outcome?
S – Situation
T – Task
A – Action
R - Result
Increases accuracy
Helps to eliminate bias
Helps prevent negligent hiring lawsuits
Date, Position, Interviewer, Candidate Factors being rated
Competencies for each factor
Levels of competency for each factor
Copies of resumes, questions, rating grid
Meet first – review biases and what you are looking for
Review resumes
Review questions and rating grid
Determine who asks what and when
Determine process for interviews
Make introductions and brief the candidate on the process – create comfortable setting
Use active listening skills Allow time for candidate questions Have candidate sign release of information
form for reference checks In closing thank candidate and let them
know what the next steps will be Assess candidate immediately after
interview
Prepare your documents ahead of time
Confirm relationship and work history dates
Use a consistent approach
Document
An introduction to:
Your organization
The job
The community (if from out of area)
A mentor or workplace “buddy”
A sound on-boarding process will take up to one year and will create an embeddedness of the new hire into your organization and community.
Strengthens performance
Fuses connection to the organization
Redirects negative workplace behaviour
Provides documentation if necessary
Employment Branding
Know your current culture
Know your purpose Prepare all
documentation Set appropriate
timelines Know the legal
considerations
Prepare your hiring panel
Ensure consistency in process
Set comfortable atmosphere
Check references On-Boarding Early performance
review Document
Copyright © Gailforce Resources 2008
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