In the personnel selection process, the goal is to predict which applicants will succeed if they are hired, and, hopefully, to select the most effective from a bevy of qualified applicants for a particular position. The best recruiters go beyond the cut and dry requirements of a position and seek to determine which applicant will be the best fit for the organization.
Recruitment is a subject upon which Dave Fox, an entrepreneur, innovator, leadership, and recruitment expert, has extensively spoken. He specializes in the field and has worked with top-tier organizations around the globe to offer his key insights on the subject. According to Dave, organizations committing significant mistakes in recruitment tend to do the following:
- Always look “outside” and not see the talents that are “at home.”
Don’t forget to communicate your vacancy internally. In some cases, the most suitable employee may already be in the company. Sometimes time and resources are wasted interviewing new candidates when the ideal candidate is next to us.
- Failing to explain the process of the candidate interview.
Some interviews may have additional processes, such as interviews with other management personnel and practical tests. All candidates must be duly informed about the interview process and the estimated time it will take to complete.
- Limit the applicant pool to candidates already doing the same in another company.
This is very common among interviewers. They expect to hire an employee who has done the same job in a similar place. This does not contribute to discovering new talents; people with potential; with innovative and creative ideas. The same goes for candidates currently working in other industries. It’s not necessarily the case that someone who has worked in our industry is the ideal candidate. Sometimes, someone who comes from another field entirely can contribute creative ideas to more effectively handle the situations encountered by your organization.
- Always use the same source for candidates.
Employers tend to be quite predictable in their hiring process. If a particular source is used once successfully (internet portal, agency, etc.), it tends to be used permanently. This will limit the potential of the search. Recruitment staff should be creative and look in other places in order to bring in the best-qualified applicants.
- Search for a superhero.
Most job offers ask for experience and different qualities. When too many criteria are specified as necessary, good candidates can defer the submission of their application. It is unlikely that many of them will meet all requirements. Don’t look for superheroes that can do everything.
- Failing to give accurate job information.
Some companies put out vague offers that make preselection a nightmare. It’s very important to give a complete description of what needs to be done and how you would like it done. Being more explicit can filter the list of candidates from the beginning, saving time in the process.
- Try to hurry or shorten the hiring process.
Hiring takes time, and hiring a good candidate will not be something that can be done in a few hours. The normal process for a job in a medium-sized company takes at least two weeks. This will allow time to consider several applicants, as well as to refine your search for the perfect candidate. Try not to be tempted to employ the first person you see, persistence brings significant rewards.
- Lack of participation of key employees and executives in interviews.
All managers who will be in charge of the planned position must participate in the interview process. In addition, someone who is on the same level as the prospective employee should also be involved. The participation of multiple stakeholders will be of great help in selecting the best candidate for the job.
- Hire exclusively through external recruiters.
A strong dependence on external recruiters often highlights a much deeper problem in the organization. The hiring of external consultants can bring in good candidates, but it involves an additional expense. Further, it precludes you from involving the employees themselves in the process.
- Offer the position immediately after the interview.
Although some directors may be tempted to offer a job after an interview, because they feel “that the candidate is perfect,” it is not the best thing to do. If possible, all shortlisted candidates should be interviewed, and everyone should have the same opportunity to make their best impression on all stakeholders.