Why Good Hiring Isn’t Enough

Recently, I worked with a company that had been awarded “best place to work” by a national magazine.

While their hiring process had worked well to that point, they were looking to double headcount within the next year.

In addition to this ambitious goal, they had recently uncovered a serious problem.

Attrition was on the rise as indicated by several key individuals exiting the company

The founder shared his desire to increase the quality of candidates.

As we dug deeper, we uncovered a surprising statistic. The founder was spending upwards of 13 hours of his time for each hire.

Adding an additional 17 resources using the existing approach would bring business development to a standstill.

Working closely with the founder and his team over the course of 90 days, we implemented a new process that reduced his time per resource to less than four hours per hire.

Here’s how we did It.

Phase One: Intention

Setting an intention includes deciding who, when and why to hire.

It’s front-loading the critical aspects of the process before you kick things off.

Think about it, you’d never set out to make an amazing meal by turning on the stove, finding a recipe and then running around your kitchen looking for the ingredients.

Yet this is the way most companies approach hiring.

Phase Two: The Hiring Process

We established an effective hiring process that:

  • Brought objectivity to the table across critical aspects of hiring: selection & interview.
  • Created a formal, documented consistent experience for everyone involved.
  • Helped determine the necessary and important levers throughout the process.
  • Together it increased the statistical probability they would hire a person with the needed skills and cultural DNA.

Element #1: Job Posting:

I created a compelling and engaging job posting that brought to life the story and journey of the company.

It wasn’t just a list of responsibilities and requirements with a marketing blurb about “who we are”.

The goal was two-fold: to have the applicant’s ‘why’ resonate with the companies’ and help them clearly see if they are a fit for the role (skillset and culture) at the start of the process (versus interview or later).

Element #2: Brief Survey:

I added a brief (4 question) survey that was sent to all applicants.

It served as an assessment and filter.

It assessed critical experience and filtered out applicants that weren’t serious about their job search.

A recent Gallup poll shared 85% of people hate their jobs so it’s a safe assumption that 100% of applicants aren’t running towards a new job, they’re running from their current one.

Phase Three: Onboarding Plan

If you’re hiring a human, it’s not enough to hire well, you need to support their success post offer as the first 90 days are critical.

On Onboarding Plan doesn’t need to be comprehensive, but it does need to be thought through and contain a few critical aspects: milestones and expectations.

Milestones are measured and laid out in a clear and simple way.

Expectations are managed through weekly meetings during the first 90 days and real-time as needed.

A Gallup poll found that only 12% of employees strongly agree that their employer does a great job of Onboarding new employees!

When you add that SHRM (Society for Human Resources Management) estimates that it will cost a company six to nine months of an employee’s salary to identify and onboard a replacement you quickly realize you can’t afford an ineffective and/or subjective hiring process that is absent some sort of Onboarding Plan.

An Onboarding Plan creates a roadmap for success that launches the new hire’s journey with the company while also allowing the hiring leader to objectively see if things are, or are not working out (quickly!)

Final Thoughts

Today, my client has a repeatable process for hiring that saves him and his team time, while increasing the quality of their hires.

They have a process for assessing key skillsets and filtering out individuals who aren’t intentionally looking for a new job.

They have a roadmap in place for launching the success of a new hire that also allows them to quickly identify and address concerns as they arise.

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