Signs of a flawed employee hiring system

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By Memory Nguwi

The cost of hiring the wrong person for the job can be more than 30% of annual salary. This cost excludes the expenses related to finding a replacement when hiring and the loss of productivity when the position is vacant or occupied on an interim basis. Considering these costs, one would think that organizations would go out of their way to be thorough and vigilant when hiring employees. My observation is that some organizations treat this process casually and end up with bad hires that negatively impact the performance of the organization. The fact that your organization is not performing as well as it should is most likely due to bad hiring. Use the People Checklist to interview your hiring process.

The Need to Hire – Before starting the hiring process, you should make sure that the position you are about to hire is required. Too often, managers think that every organizational challenge can be solved by bringing in new people. Our research shows that this is the biggest mistake organizations make when hiring people. Make sure to verify that adding an additional leader will positively change the performance of the organization.

Job description and job advertisement – In general, the people responsible for developing job profiles which are in turn used in job advertisements are lazy. Instead of customizing and creating job profiles that meet the needs of the organization, they copy the job profiles of other organizations from the Internet. Such profiles will have requirements that don’t match your organization’s needs, and you will end up hiring the wrong people. I urge you to spend more time creating a good job profile.

In a survey we carried out a year ago, we found that over 80% of people who sit on job interview panels have never been interviewed at any stage. of their career. Therefore, this implies that the majority of them do not understand the fundamentals of the job interview. These principles include: asking all candidates exactly the same questions in the same way. It is also important not to ask any questions that have nothing to do with the ability to do the job, to record the answers in a standardized way and to support the assessments with written evidence of what the candidates have said in answer to the interview question. The other questions that should not be asked are all questions that can lead to bias, such as age, marital status, college attendance, gender, etc. To benefit from job interviews, structure interviews and follow best practices for designing questions and scoring responses.

If you allow new employees to join at any point in your hiring process without following transparent hiring processes, you are doing your organization a disservice. I know that in some organizations an employee can just walk in because they’ve been referred by shareholders, politicians, the CEO, and some influential people. Is this happening in your organization? If so, you are probably experiencing serious performance issues. Make sure no employee is hired without following an approved hiring policy. Give everyone an equal chance to join your organization. This way, you create enough space to attract the best talent.

There is a new trend in Zimbabwe where new senior managers bring in other employees who may have worked with them during their careers. Is it good? I would say no. Such people are unlikely to come under the same scrutiny as other unrelated candidates vying for the same post. Never allow a particular manager or executive to build an empire. Employees who are brought in this way are unlikely to challenge the person who brought them in. You’ll end up with a compliant team who won’t question things even when things go wrong.

Fear of using psychometric tests mainly because people want to get their candidates. Psychometric testing is an assessment approach that assesses things like cognitive skills / abilities and personality. As you will recall from the research, cognitive ability is the biggest predictor of job performance. Unless you want to challenge the science, there’s no reason a modern organization shouldn’t use psychometric testing as part of its recruitment and selection process.

Some organizations start with interviews and then do a psychometric assessment on the last two or three applicants. This is the wrong approach. The right approach is to start with psychometric testing soon after screening and then move on to the interview stage. The logic of this approach is that psychometric tests are more reliable than interview methods. Therefore, the sequence begins with something that predicts job performance better and sequences interviews thereafter. Some think they save money by starting with the interview, but they might miss out on some great candidates that an unreliable interview process might eliminate.

In some organizations, the interview panel is selectively chosen to promote a specific program. This will lead to bad hiring. The best way will be to select interview panels according to the position for which you wish to be interviewed. When choosing the interview panel, such as those who have sufficient technical knowledge about the position and the organization.

Some organizations have earned a bad reputation in the marketplace where their recruiting process is now described as “just a formality”. They are seen to have the candidates they have chosen for the job even before the interview is over.

If you manage to solve the above issues, you will benefit from a very good recruitment and selection process which will add value to the organization.

  • Nguwi is an occupational psychologist, data scientist, lecturer and management consultant at Industrial Psychology Consultants (Pvt) Ltd, a management and human resources consulting firm. –ipcconsultants.com


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