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A Hiring Guide for Wise Employers Published: Sunday, June 13, 1999 By: Dr. Manuel Angel Morales

In the current competitiveness environment, more specifically the hiring arena, organizations have two main goals: hire the best people and manage costs. Failure to thoroughly understand the hiring process cost business money and creates enormous problems, including emotional stress. The U.S. Department of Labor estimates the average cost of bad hiring decision has climbed to 30% of the first year`s potential earning. Other experts agree, provided that you discover the bad decision and correct it during the first six months of employment. There are also emotional costs in addition to the fiscal costs. How do you feel when you have to tell people that you are terminating their employment? How do the employees feel when they are suddenly out of job? The stress levels soar for everyone, including the community.

Due to the high cost of bad hiring decisions, research on finding and keeping the best workers and professionals recommends ten strategies to keep in mind during such process. First, begin with an honest assessment of the organization`s real needs, now and in the future. The aim is to adopt a wider time frame perspective as to avoid incorporating into the organization someone that you will have to let go a few years from now. Second, use the actual process of writing a job description to clarify the talents your company needs. Be aware that in the road to the future organizations are using more and more role sets instead of rigid job descriptions avoiding tasks definition limits for human resources. Third, use all appropriate channels to find good candidates and start using the Internet, which is a way to the future. Start coming to terms with the partially virtualization of this process, but also acknowledge that face to face interaction is fundamental. Fourth, carefully match company criteria or requirements with the candidate`s characteristics. Make sure that you pay attention to the synchronicity of identifying candidates that have the high skills and high personal standards with the requirements of the organizational work culture. Fifth, if possible, it is convenient to promote within the company. The benefits of gaining loyalty and boosting moral are significant, while the disadvantages usually can be managed by mentoring, coaching and personal training ventures.

Sixth, watch how candidates present themselves. Resumes should be considered, but don`t rely extremely on them. Serious and healthy psychometric testing can allow for a better turnout of the hiring hypothesis that every candidate constitutes. Make an intensive interview and watch if the candidate communicates well during this interaction experience. Seventh, for the organization seeking new employees, both the short term technical requirements and the longer-term managerial skills called for, determine the best candidate for a given position. Eight, an employee who communicates in other languages and cultures is a vital asset, a global ambassador for any company expanding its market, boundaries and borders. Nineth, pay attention to Equal Employment Opportunity laws. Ask candidates appropriate questions and do not discriminate illegally. But be aware that at the end you are making a selection between your options-set. The clearer your hiring model of requirements, the easier your final decision. Tenth, some positions can benefit from permanently hiring a temporary worker, but always acknowledge the distinction between the core and the periphery of your human resources population. Protect always your core and try hard to develop your periphery.

Finally, recognize that hiring and working is a socio-technical experience. Your searching for effective ways of behaving, including thinking about better ways to do work, feelings concerned about the customers and fellow employees. These behaviors relate to speaking up in meetings and arriving on time to work. But there are also technical considerations of planning, decision-making, use of equipment, tools and information.


Copyright 1999 QBS, Inc.
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