It has been estimated that businesses are taking 25 working days to fill vacant positions. Why the delay?
Part of the increased length in hiring is that businesses are sharpening their pre-hire screenings and with good reason. The costs of the hiring process alone is climbing in excess of $50,000 per hire.
When you consider salary, taxes, and unproductive hours, like sick time, it’s no wonder business owners want to be more diligent in evaluating their new hires. If that person turns out to be a mismatch for the position, you’ll quickly eat through any return on investment through your costs in training, coaching or counseling them.
As my clients discover, it is possible to consistently hire the best person for the job, regardless if you’re hiring an employee or an independent contractor. Attracting and hiring the best fit is a matter of understanding the work requirements for the position. Sounds simple, right?
It may sound simple, but actually hiring the best person is tricky and involves more than understanding the work requirements for the position. You can try different people in a particular job until you find one that is the perfect fit but that is a costly endeavor. background checks
To have a distinct advantage in hiring the best fit, every business should have a well-defined hiring process, which may include:
– Understanding the work requirements for the position
– Outlining the goals of the position, so you know when the person is successful
– Conducting face-to-face interviews for asking focused questions
– Conducting background references and screening
– Assessing a person’s natural wiring, which reveals hidden strengths and natural motivation
Take the last point, assessing a person’s natural wiring. You may agree that people can be, at times, difficult to really know just from a face-to-face interview that’s why assessing their natural wiring should be a part of your hiring process.
Over the years, I have seen an employee earning in excess of $350,000 completely unhappy in a job for which she was well qualified. In another example, a well-qualified sales manager was a heart attack waiting to happen when he was transferred into a brand new division and product line. The nature of the job was to grow this brand new division. He was naturally wired to improve existing systems so the idea of creating something from scratch was just not in alignment with his natural wiring.
In both of these examples, the people brought the right experience, knowledge, and skills to do the job, but something was missing.
The way they would execute the requirements of the job to get the results were completely opposite of what the job required. Regardless of how much money they were paid or how great a job seemed relative to their experience, they wanted out!