Recruiting the best employee for your organization requires an in-depth understanding of the skills, behaviors and values the new employee needs to bring to your organization. Finding the best people is a daunting task. LeadershipIQ did research on the success of our new hire. What they found is almost shocking. Looking at new hires their research found that 46% of newly hired employees will fail within 18 months. Of those people 89% failed because they didn’t fit in the organizational culture. Just imagine how many hours you need to reinvest to find, train and coach the successor.
To build a strong team that is aligned and committed, focus on the four points to increase your hire success rate:
- Define the tasks of the new hire by asking for input of existing employees.
When employees are involved in the hiring of the new employee they are more likely to reach out to the employee when they start in their job. When co-workers can review and give feedback on the job description they know what the role of the new hire will be. Before the new employee start, any overlap in other jobs can be discussed in a neutral environment. As the new employee is not there yet, people feel less threatened and can express the overlap, or the fear of an added burden. Changes of responsibilities can be discussed and the existing employees will gain a better understanding on how the new role will fit in the organization.
By involving co-workers and line managers in the development of the job description, missing tasks, or tasks that do not align with the job can be changed. Any challenges that the new employee might face, can be brought up by the existing staff and they can help the organization and the new hire overcome those challenges.
By engaging the staff in the hiring process you will create a strong group of ambassadors who will help the new employee getting settled in quickly.
- Describe a real scenario that your new recruit will face and ask how he/she would approach it.
Using a real scenario instead of scenario that comes out of a book, will give you a great view on how your new hire will react when hired. Those real scenarios are new to the candidate and force them to think quickly and show you who they are. No answer is wrong and the approach of the candidate might open your eyes for new ways of approaching challenges.
When preparing for the interview and thinking about the scenario, think about what kind of answers you don’t like and what specifically you are looking for. Are you looking for a negotiator, a collaborator, a decision maker? Writing down the specific soft skills your new employee should have, might help in rating the answer of this behavioral focussed question.
- Ask the candidate what culture he/she would like to work in before you explain your organizational culture.
A well prepared candidate is only focused on one thing, presenting them the best way they can, so you are going to hire them. If you have a great culture, you will talk about it with passion and yes your candidate will immediately explain that they love the culture and give examples why they like the culture. You are sold. So turn it around. Before you give any information about the company ask them what organizational culture they thrive best in. Ask for details and examples. Even if you have a great website with a lot of information about your culture, they will not be able to guess every thing.
When you know your candidates preferred culture, explain your culture and ask about the differences between the preferred culture of your candidate and your organization. Than make up your mind and move on to the next question.
- Listen if the candidate is able to identify personal shortcomings.
People who are willing to learn from their mistakes, can grow and are easy to coach. Even with the best people, everybody needs to adapt to an organizational culture, new processes and procedures. A person who can identify shortcomings during the interview is most likely able to do that on the job as well. This person will have less difficulty to become part of the organization and will grow for your years to come.
Identifying personal shortcomings is not the same as explaining your weaknesses. It is about things that didn’t go well in previous roles that they can talk about freely. When you talk to a candidate about their past experience you will look for how they explain what they could have done differently. If they don’t talk about it right away, ask and you might even explain why it is important for you. When the candidate is still looking outside themselves for failed projects, you might want to consider to move to the next candidate.
The four tips are not golden, but by keeping those four tips in mind you will see an increase in your success rate! Good luck.
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