Hiring managers are quick to pull out checklists, formulate informative interview questions and compare resumes against the ideal job criteria when working to fill company openings. Often the core responsibility of hiring the right person is lost amid the lists and comparisons. Good hiring practices start with finding the right person to fit in with the company culture, engage with its goals and remain with the firm for the long term.
Good hiring practices are retention motivated. Every new hire costs a company. Time and money spent recruiting and evaluating candidates add up. There are also costs associated with formal and informal training. Even if an employee learns on the job, he needs extra support and guidance at the beginning, and is not going to be as productive as a seasoned employee. Lost productivity from an open position during the hiring process is a hidden cost of a new hire not often considered by hiring managers.
Hiring for retention requires hiring practices founded on a good mix of intuition, people skills and knowledge of both the company and the position. A good hiring manager has a deep understanding of the company culture and general information about all of the company's departments and positions, and how they function. He seeks out more detailed information about specific positions as part of the hiring process. This goes beyond simply reading detailed job descriptions. It is important to talk to other people in the department, including the position's co-workers and direct supervisor, to get a better feel for the type of person who would work best as part of the team.
Good hiring practices rely on hiring managers with excellent people skills. A people person is best able to put prospective job candidates at ease. Most people do not show their best sides while anxious or under undue pressure. During interviews and other interactions with prospective employees, the hiring manager not only learns about the employee's job skills and dependability, but also about their personality and work habits. These factors influence the extended success of the new hire.
Intuition is the final factor in making good hiring decisions. After a successful recruitment period, there is usually more than one candidate with the right job skills and the right personality for the job. It is not uncommon for a hiring manager to start looking at small details, such as who attended the better college or who stayed longer at their previous position, at this point to make their decision. A better hiring practice is to trust in intuition. Over the years, quality hiring managers see a lot of employees and internalize those traits that equate success. Hiring for retention involves using intuition to select the qualified candidate who just seems like the best fit without always knowing exactly why.
Traditional hiring practices, such as networking for personal recommendations and carefully checking credentials, have their place in the human resources department, but retention-oriented hiring involves more skill and effort. Good hiring requires a qualified hiring manager who understands the importance of every new hire. The right hiring practices build a quality team for a productive business.
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