Via LinkedIn
In my recent posts, I offered job seekers my perspective on what makes a great candidate and a curated set of tips from career experts and business leaders on how to “ace” a job interview. But, job seekers are only one part of the hiring equation - the other being the hiring manager. A hiring decision can impact every facet of one’s team, from its energy and enthusiasm to values and vision to time and resources. And nothing can derail a team more than bad hire. So, what are the most costly hiring mistakes and how can managers avoid them? Here’s what I heard from some of my favorite managers:
Don’t take a gamble on a candidate that lacks relevant experience, advises Martha Tschantz. “Unless it is an entry level role, this is a risk. My experience shows it translates to longer learning curves and more pressure on team mates that need to pick up the incremental work.”
Don’t hire people just like you, say Leigh Jacobson, Liz Kaplow, Mary Gail Pezzimenti, Diane Thomas and Alexandra Tyler. All emphasized the importance of looking for people who complement other team members, bring something new to the existing team and have diverse experiences and backgrounds. Diane made an excellent point, “I hire people who push me out of my comfort zone. It can lead to somewhat tense discussions at times, but I’ve found it helps ensure we are taking a broader view, limits our blind spots and often leads to better outcomes.”
Don’t move too quickly, adds Geoffrey Sanders. “The cost of a mismatch is so high that you should assess a wide variety of candidates and see who can really contribute to the team and organization today and in the future.”
Don’t skip the hard work of defining the role. Jim Schinella explains, “It takes great discipline, but it’s best to describe the role in writing. Share the role with hand-selected people whose judgment you trust and who can imagine the role and its dependencies on the other roles in the organization. Leverage their perspective to get a full picture of the role and the skills and talents required for success. Next, involve these selected people in the hiring process and listen objectively.”
Don’t hire for the present, but for the future – yours and theirs, advises Mary Gail Pezzimenti. “We all have short term pressures and tasks that need to be completed, but hire someone whom you can easily see making solid contributions to your organizations down the line.”
Don’t just focus on the glamorous aspects of the job, says Rebecca Foy. “You need to articulate everything that the role entails. New hire candidates also need to be upfront about what they bring to the table and what they expect from the job in return. Setting clear expectations upfront will help ensure a great fit and a worthwhile investment for both parties.”
Don’t accept theoretical answers, suggests Jenni Luke. “Many interviewers accept theoretical answers because the applicant looks great on paper, is charming or generally persuasive in other ways. Continue to push for the behavior-based answer. If they can’t give one, they may not have the experience to do the job.”
Don’t put likeability over qualifications or fit, say Henna Inam, Anna Mitchell, and Ana Duarte McCarthy. Anna, who works at Citi in Human Resources, noted, “I’ve seen managers choose someone because they ‘clicked’ in an interview, ignoring other important facts like whether the person truly has the skills and knowledge that match the position.” Henna added, “In a tough job environment, when there isn’t a good fit between the candidate’s values and passions and the culture of the organization, the employee doesn’t quit but s/he does disengage. This leads to significant loss in productivity, creativity and well-being.”
Ana offered a word of caution for job seekers: “Don’t take a job because you really like the person you will be working for. Managers change and, as such, it’s important to better understand the culture of the organization.”
What are some mistakes you've made and what steps do you take now to avoid repeating them?
