IN TODAY’S COMPETITIVE MARKETPLACE, BUSINESSES NEED TO MAKE SURE THEY GET VALUE FOR MONEY IN EVERYTHING THEY DO. IT IS A FACT THAT 70% OF AN AVERAGE BUSINESS’ COST STRUCTURE IS SPENT ON PAYROLL COSTS, THEREFORE ONE OF THE MOST CRITICAL DECISIONS YOU MAKE IS ON WHO YOU CHOOSE TO HAVE JOIN YOUR BUSINESS. TARA DENNEHY, ONE OF OUR RECRUITMENT ADVISORS TELLS US WHAT TO CONSIDER WHEN LOOKING TO HIRE AND WHY AS AN EMPLOYER, RECRUITMENT SHOULD ALWAYS BE ON YOUR MIND.
What have you found is important to working as a recruitment advisor?
An understanding of people is really important. Without understanding the company culture and the team within, you cannot ensure you’re getting the perfect fit for their business. The same goes for the candidates you’re dealing with. People applying for roles put a lot of effort into their job search so the way you treat candidates is how you are portraying your brand – compassion and respect are key to this.
What factors should be considered before a recruitment campaign?
It is crucial to take a lot of time and thought into recruiting a new person. As the old saying goes, ‘one bad apple spoils the bunch’ – so you really don’t want to hire the wrong person into your business. You should thoroughly comprehend the need for this role so you are confident in going ahead with the recruitment – sometimes you might find that all you needed was a contractor to step in or someone within your organisation to step up. Another great thing that any employer can do is to always seek out potential candidates, even when you don’t have any roles available. Reaching out to and networking with talented individuals might save you from recruiting in the future – building these relationships early on means that this person will probably want to work for you when given the chance. Just as we do with our talent pool, gathering a range of contacts for when the right job comes up.
How can you ensure you are getting the right person for the job?
Unfortunately, bad hires cannot always be avoided, but there are ways to reduce the risks involved. It is only human to make an error of judgement, but in most cases the reasoning for employing poor performers is rushed decisions and placing the wrong personality into the wrong team.
So spend the extra time – meet with the candidate(s) a number of times, in both formal and informal settings. Go for a coffee, observe how the person relaxes and talks about themselves, observe how they treat café staff. Every movement, communication and action can give insight. Get your team members involved in the interviews and seek opinions, they are the ones likely to be working with this person the most after all.
Once you get down to the finalised candidate(s), ensure a stringent interview process consisting of competency and behavioural questions which really help you to understand how a person might behave. Additional screening, such as reference checks and personality profiling will ensure you have all the information you need to decide on whether this person is going to add value to your business.
As Steve Jobs once said – “The secret of my success is that we have gone to exceptional lengths to hire the best people in the world”.
What sort of consequences are likely to occur as a result of a bad hire in a business?
A bad hire has a significant impact on a business with some of the most serious results being high costs, bad reputation, resentment from other staff and therefore a negative affect on the workplace culture. Businesses will often invest hundreds of hours in making a careful decision about a Capital Investment into their operation, but spend only an hour deciding on an employee who might stay in the business and cost more than $70k a year when you take into account the costs of salary, overheads, training and more. It is evident that the decision of hiring new staff should not be taken lightly.
What is a common issue you’ve seen that people might not be aware of?
Working within the HR team, we run a lot of workshops which develop teams and particularly leadership skills. We are constantly hearing the complaint that Managers do not deal with non-performing team members or those who demonstrate difficult behaviours in their business – Managers often turn a blind eye to these issues and hope that the problem will go away. When Managers are constantly having to rehire and retrain it not only portrays a bad reputation for the business but just like carrying around a back pack full of rocks, you might slowly go forward but it is always a lot more difficult.
Once the recruitment is complete, what should be done to set the new employee up to be successful?
I always find that organisations can have a flawless recruitment process – yet if the people and retention strategies are not considered to be just as critical, problems arise sooner or later down the track. From day one, the new hire should be thoroughly inducted and welcomed into the business – it ensures they feel appreciated and they know their expectations within the business. Being pushed to the side and finding out the role isn’t what you expected is certainly unsettling for most of us! In fact, a poor induction process causes 22% of turnover to occur within the first 45 days of being hired. Too many times the induction is left to chance and we wonder why that person is not fitting in or meeting expectations. A thorough induction checklist, and a big welcoming from the team is always a great start for your new hire.
Filed under Recruitment