The Five Hiring Mistakes That Taught Me How To Recruit
Via Forbes : I learned to recruit employees by doing it at a rapid pace in two companies. In the first company I recruited hundreds of newcomers and in the second company, I recruited thousands more.
When you interview and hire huge numbers of people, you are going to make hiring mistakes. Here are five of my worst hiring mistakes — the ones that taught me how to recruit!
We will call my first unfortunate hire Barney. Barney applied for a job in our IT department. I was not going to be Barney’s manager, because I worked in HR — but I was going to be one of Barney’s principal internal clients.
If I hadn’t worked so closely with Barney, I wouldn’t have known that he was not the right person for the job. Barney was very smart and friendly. His experience was tremendous. I thought I vetted Barney carefully when I interviewed him, but I skipped a critical step.
Barney accepted our offer and started work two weeks later. I met with him twice in his first two weeks on the job. Something in Barney’s demeanor had shifted. Co-Worker Barney was not the same affable, easygoing guy who had interviewed with me.
In our second meeting, I asked him “Barney, how are you doing? You seem a bit stressed, or distant. Is everything going okay in your job? Can I help?”
“No,” said Barney. “I’m fine.”
That was a dead giveaway that something was wrong. New employees almost always accept an invitation to talk about what they’re thinking and feeling. New employees almost always have questions. After all, they are whirling around in a blender during their first few weeks on the job. There’s a lot to take in, and a lot of information to process!
Barney had nothing to say. I asked his manager “What are your impressions of Barney so far?”
“Something is definitely off,” said Barney’s manager. “Barney is guarded and withdrawn with me. I invited Barney to lunch on his first day and he said ‘Can we do it another day?’ I’ve invited him to lunch twice since then, but it hasn’t been convenient for him yet. That’s kind of weird, right there. Barney seems like he’s just passing through. He’s not part of the team at all.”
Barney gave notice about two weeks later to take another job. Barney had accepted our offer but kept his job search going — but why?
Later a friend of Barney’s who worked with us told me that Barney had only accepted our offer because he was short of cash. He really wanted to work for a much smaller company — a company where he felt he could make a bigger splash. I hope that is what he found.
In our interview, I forgot to ask Barney why our company was appealing to him and why the job he was interviewing for would be a good career step for him. These are two essential questions to ask every applicant. Who cares if someone is qualified for the job if they don’t really want the job?
Barney could have made a huge splash in our company, which grew from $15M to $3B in sales in under ten years. He didn’t see the possibilities. That’s okay — my job was not to talk people into doing things they didn’t want to do.
My job was, in part, to determine whether a job-seeker on our short list would succeed and be happy in the job. Barney’s short time in our company reminded me how essential a priority that is.
I hired the person we’ll call Celia to work for our CFO and General Counsel, who shared an administrative assistant. Celia was lovely and poised. She had a great, positive outlook and was thorough and hard-working.
However, after a few weeks in the job it became evident that Celia was way behind the curve in the area of social niceties, from telephone etiquette to correspondence. She had every qualification she needed for her job except the critical “dealing with people” part. Her ability to chat with callers, deal with people walking up to her desk and correspond with vendors and customers was far below what the job required.
I spent a lot of time coaching Celia, but she was in over her head. She had composed email messages and memos at her past jobs, but her written English was atrocious. She had to be reminded to use “Please” and “Thank you” in her email messages and on the phone.
Luckily, we found another job for Celia in the accounting department where most of her interaction was with co-workers instead of our customers and vendors. Celia did a great job in her new role. I had checked Celia’s references. I had corresponded with her during her hiring process – so what went wrong?
During a hiring process, you have all the time in the world to compose perfect correspondence. On the actual job, you don’t. Celia was great as long as she could carefully prepare for each written and verbal interaction, but on most jobs you don’t have that time. From Celia I learned to ask “How would you handle this?”-type questions of people applying for communication-heavy jobs.
If I had asked Celia “How would you respond to a customer on the phone who was angry at our company because of a lost shipment?” or “How would you word an email message replying to a vendor who wanted to meet with our CFO?” I would have realized immediately that Celia could not handle tricky or sensitive communication tasks on the fly.
We would not have tossed Celia in the deep end of the pool if we’d realized she couldn’t swim on her own.
Gaspard came into our Applications Engineering department. I checked in with him once or twice during his first three months on the job. As Gaspard’s 90-day anniversary approached, I asked him “How do you like the job so far?”
Gaspard said “It’s fine, but I’ve paid my dues in Applications Engineering. I took this job to get a foot in the door. I’m watching the new job postings every day. I want to get into Product Management.”
My heart missed a beat as Gaspard shared his plan.
“Gaspard,” I said, “did you have a chance to read the materials I shared with you at your new employee orientation? You have to stay in your first job for one year before you can transfer to another department.”
“What?” asked Gaspard. “I wouldn’t have taken the job if I’d known that!”
“I’m really sorry you are disappointed,” I said. “Look at the training you’ve been participating in. It wouldn’t make sense to bring a new person into your job and have them leave the department three months later.”
Gaspard was not pleased. I checked in with his manager. “Gaspard could be a great employee,” his manager said, “but his biggest focus is networking around the company for better jobs. It’s annoying to his teammates, who like their jobs. I think Gaspard only took this job as a steppingstone.”
It was true. I talked to other managers. “That new guy Gaspard is a big schmoozer,” they said. “He asked me about jobs in my department.
“I told him that if he does a tremendous job in Applications Engineering, all of us are going to hear about it.”
Gaspard stuck around for six months and then took off. I learned to pre-emptively answer questions that job applicants like Gaspard may have had in mind but didn’t ask me — like “How long must I stay in my job before I can move to another position?”
Regina was hired as a Sales Director. Her experience and subject-matter expertise were outstanding. She had fantastic analytical skills and her teammates liked her a lot. However, Regina would not get on the phone with customers.
She was very reluctant to go on sales calls. In sales training meetings, she tuned out. I asked Regina’s VP “Is Regina in the right job?”
“Definitely not, and I’m glad you asked, because we need to solve that problem,” said her VP.
“Regina comes from much larger organizations. The sales process in her former companies was much more defined. The steps moved in lockstep fashion. Regina cannot bob and weave. She cannot roll with the punches. She doesn’t get in and get her hands dirty, and that’s a big issue.”
Sales Directors get paid a lot. We didn’t have any equivalent positions for Regina to fill, and I don’t think she would have been happy to give up her Sales Director title in any case. We made a friendly agreement for Regina to leave our company with a good reference and a financial cushion.
Regina had not done anything wrong, after all. My colleagues and I should have asked Regina “How do you think this environment will be different from the other environments you’ve worked in? What kinds of adjustments will you have to make to your working style in order to be successful here?”
Iris worked in our company for ten painful weeks. During that time she terrorized her co-workers and made them afraid to talk to her.
Iris was hired as a front desk receptionist, but she told everyone “I’m really an Office Manager.”
Iris had the functional skills her job required, but she was used to telling people around her what to do and she fell into that habit again on her new job.
In her last job, Iris had supported a CEO who told her “I run the business, and you run the office.”
Iris was not flexible. She was as rigid as a steel girder. We had to let Iris go in her tenth week on the job.
In her job interview, I didn’t probe with Iris to understand her feelings about answering phones, handling our front desk or working at the same level as her teammates. I didn’t ask her how she felt about changing her job title and identity from the Office Manager and ‘right hand to the CEO’ persona that she had relished in her last job.
Iris did not do well in her new role. She felt as though she had given up a lot of status when her previous employer went out of business. We felt sorry for her — but not sorry enough to tolerate her prickliness and imperiousness!
Don’t let anybody tell you that an employee’s so-called ‘soft skills’ are secondary to their functional abilities, because it’s not true. Don’t overlook the critical interview questions “Why would this job be a great job for you?” and “How will this job be different from other jobs you’ve held?”
Many job-seekers don’t think about these topics, because they need a job and you’ve got a job opening. They won’t always think through the issues that caused problems for my five unfortunate new hires, so you have to think about those issues and get them out on the table.
Don’t make the mistakes I did. Dig into the human side of the hiring equation at every job interview and you’ll save everyone a lot of pain!
Liz Ryan is CEO/founder of Human Workplace and author of Reinvention Roadmap. Follow her on Twitter and read Forbes columns.
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