In-depth hiring processes are typically on the forefront of every large organization’s agenda. The need to add the right employees in the right job positions is important and ever-growing. The American labor market completed a decade-long marathon of hiring in the final month of 2019 and still shows few signs that it is running out of breath. We know that when larger organizations have the right hiring process in place, it brings big ROI, such as improved productivity, customer service, teamwork, quality, performance, and profitability, additionally saving organizations from the dreaded costs of employee turnover.
Typically, the need to hire is not as high volume in smaller to medium-sized organizations, but that doesn’t mean using an effective hiring process to identify the right person for the organization should be any less important than it is at a larger organization. In fact, it is even more important because these types of organizations may have more at stake.
Not all organizations have the budget to put a long, in-depth hiring process into place, but it is important to understand how to build a hiring process that is efficient and meets your organization’s hiring needs whether your company is large, small, or somewhere in between.
Here are four considerations when deciding on a hiring process
Don’t Settle. If you select an individual who “may” do a good job, you will get some help, but it’s more likely that you will have to replace that person in the future. It’s important to select employees based on characteristics that are job relevant. This requires research to fully understand the job role that needs to be filled before you try to fill it. Once you have uncovered the important job characteristics an employee should possess to be successful in that job, focus on those characteristics for selection.
Use Selection Tools. Identify the best selection methods to measure those “successful” competencies and characteristics.
Utilize a short, valid, online screening tool, which can quickly and efficiently identify individuals who may possess those key competencies.
Conduct behavioral-based interviews. Behavioral-based interviews require that hiring managers ask job-relevant questions about how one has handled job situations in the past to assess whether the job candidate possesses the important competences or skill sets needed. Remember, past performance is one of the best predictors of future behaviors.
Be Consistent. Ensure that you are evaluating candidates using the same process and criteria. Use data-based decisions to make sure hiring decisions are accurate and are legally defensible. It may be tempting to remove steps that may not seem important at the time and rely on instincts, but this can open the door for claims of discrimination by members of protected classes.
Develop Talent. The hiring process should not stop when you have identified and hired your new employee. Onboarding is an essential part in an organization’s hiring process. Onboarding helps new hires become engaged and excited to come to work every day. When new employees are provided with the proper guidance, they will be less likely to leave your organization prematurely.
I hope these four considerations can help ease the pain of constructing an effective and efficient hiring process that will meet your company's needs. After all, the best hire is the right hire!