Let’s begin by considering the costs involved
When an employee decides to resign, they would have spent a period of time demotivated and feeling indecisive about their future. Throughout this time, we can assume more time is wasted as they are not their happy, fully productive, selves. Once the decision is officially made, they have to work their resignation period which tends to be quite an unproductive period as no new work will be created and no new projects will be started.
There is also the managers time finding a replacement. The searching through CV’s, the interviewing, discussions with agencies, agency fees. It all adds up.
Also, let’s not forget the impact an employee leaving has on the rest of the team. It often makes the others question their positions and their future. After this, there is the onboarding process for the new person which takes the time of the manager training them, as well as the time it takes for them to settle and start contributing effectively.
If after all this you recruit a star, a great performer, then it was worth all the time, effort and money invested because, in the long run, you will gain much more from the new person than you lost. However, if you recruit the wrong person then the whole process needs to start over.
So, how do you avoid recruiting the wrong person?
Although interviews are not always the easiest place to discover if the person sitting in front of you will be the right person for the job or not there are a few things you can do to reduce the chances of recruiting the wrong person:
Try to eliminate bias… as much as possible
This is extremely hard but you have to try your best not to judge them based on superficial characteristics like their appearance, accent or even their name. Being an effective recruiter means your own opinions and pre-judgments should not come in the way.
Ask the right questions
Make use of questions which are more competency related and situational rather than questions like what are your strengths and weaknesses? Ask fair and effective questions that will try to reveal the candidates skills, abilities and underlying competencies for the job. By asking experience and competency-based questions it will show their ability to tackle certain situations and therefore their capabilities for tackling similar situations in the future.
Try to understand what they are trying to say without comparing them to others, mind-reading, judging or jumping to conclusions. There is a huge difference between hearing them talk but having your own thoughts louder than theirs and actually listening to what they are saying. This is quite challenging and requires a lot of focus and attention.
Get a verbal reference
This is also very helpful because you may have perceived the person in a particular way but their previous employer will either confirm your thoughts or completely change them. A verbal reference can help you make a better decision. Of course, you have to keep in mind their bias as well.
Ask them to solve a problem
Asking candidates to solve work-related problems yields important insights because it allows you to look at the quality of their work, the way they think, reason and come to solutions.
Finally, have a little faith in your instincts and hope for the best. At the end of the day, things must keep moving forward and you’ll need to adjust to situations accordingly 🙂