How You Might Be Derailing Important Hires
Many of our clients have needed a critical hire done quickly, but fail at getting it accomplished. Often they engage us after a frustrating hiring process has produced no result. If it is a replacement hire in a small to medium sized company, that could mean that a department is essentially going unmanaged, which can certainly impact the bottom line.
In a manufacturing company, if a product is coming off the line with too many quality errors, escapes, customer complaints, etc., the process is stopped, a team is assembled, root cause analysis is done, statistical process controls are applied, fixes are designed and implemented, the fix is observed closely to see if it has worked, and if so, the fix is documented and institutionalized to ensure it will not happen again. In other words, most organizations have no tolerance for consistent errors in manufacturing, and they will stop everything and throw time and talent at the problem to get it fixed.
Not so in hiring.
Many if not most companies display an astonishing level of patience with poor hiring practices. Hiring managers will work two jobs to cover the gaps, or overtax other critically valuable human assets. But hiring today isn’t a much better process at many companies than it was 20, 30, or even 50 years ago. Why?
In manufacturing, imagine if you paid little attention to requirements definition, good set-up, scheduling, and customer satisfaction. What would happen? Disaster, probably. But imagine if companies applied the same sound manufacturing processes to hiring as they did to manufacturing.
Requirements: Old job descriptions are dusted off and re-used without editing all the time. But for new products, the requirements would be precisely (and freshly) defined, engineered for cost savings, sourced for optimum material suppliers and subcontractors, and re-validated with the customer. “Must haves” would be differentiated from “nice to haves.” If an old spec was reused, it would be examined with care, and any obsolete materials or processes would be updated.
Decisions: Business leaders pride themselves on making quick decisions in the plant, but not for hiring. After the final interviews, hiring managers often sit on their decision for days, or insert a new step into the process to delay the decision further.