Season’s Greetings! Omnia’s second annual Talent Trends Survey closes on December 31st. We look forward to unraveling what’s happened in employee selection and development over the last 12 months. Moving on from 2022, I’m reflecting on the first stage of the employee lifecycle: the selection process. I’m eager to explore what’s new in recruitment and hiring that we can take into 2023 and make it a fabulous year.
Our first survey showed that the turnover rates across companies increased from the year prior for most respondents. This means it’s more critical than ever to hire right the first time as your first line of defense against unwanted turnover.
As the initial impacts of the pandemic become a distant memory, we are left with a new work-world order. It will be interesting to see what’s been happening with turnover over the last year when our new survey results emerge, especially amid continuing headlines about the great resignation, the great reshuffle, and the great reprioritization. And now that new trends have emerged, like quiet quitting, how will those numbers shift? If you haven’t already, please take a moment to share your experiences with us. Click Here.
As we all know, this has become a major perk for job seekers and existing talent and, therefore, something many companies are using to recruit top talent and keep their best people. It’s simply a competitive advantage.
Luckily, this perk often has other benefits for the company, such as a healthier workforce. Employees with better work-life balance find themselves less stressed all the way around which leads to better productivity.
Also… cost savings. Many companies have been able to reduce office space overhead. Score!
Candidate engagement looks at how responsive a candidate is during the selection process. It measures the communication and interest of your candidates as they move through your selection funnel. It also measures how well they feel they were treated by your company. A great candidate experience is an opportunity to set your company apart from the competition.
Of course, like most things in life, candidate engagement relies on having a focused plan that everyone is committed to. It’s an ongoing strategic process that involves your employer brand, communication, and technology.
How modern is your experience? You want it to be as quick and painless as possible without losing the ability to examine whether or not candidates have what you need to do the job. This can be accomplished with more modern approaches, like automation, virtual outreach, and making data-driven decisions.
Take a look at your candidate processes. Are your platforms mobile-friendly? Do you have language choices? Can candidates schedule their interviews?
The Omnia Assessment and Omnia Cognitive Assessment are great ways to add some objective decision points to your process. And because each one takes less than 15 minutes to complete, the candidate experience is a positive one.
Make your core values clear from the very beginning. By being upfront about who you are as an organization, you will attract workers who share the same philosophies and that’s taking a step towards better retention.
Companies with inclusive cultures and supporting policies attract top talent. It’s another way to stay competitive in the talent market, and it’s just the right thing to do. Even better, inclusive companies are seeing increases in innovation and buyer interest per the International Labour Organization.
Diversity is all about the ways people are different, such as race, ethnicity, gender, age, education, religious beliefs, marital status, where people live, job function, hair color, you name it. It’s basically anything that helps define our identity. A business that employs a diverse pool of people will benefit from those distinctive viewpoints.
Equity acknowledges differences in order to provide fair treatment and opportunities. Equality is providing the same treatment and opportunities to everyone, which isn’t always fair. For example, someone with a learning disability might need more time to take a written test. If you give everyone the same amount of time, that’s equality, but it doesn’t factor in the disability and puts that individual at a disadvantage. The difference is significant in that the tools and resources needed to succeed are not the same for everyone.
Inclusion focuses on making sure everyone has a voice and feels welcomed in the work environment. It’s kind of like putting your money where your mouth is. At the end of the day, does your organization practice what it preaches?
This trend is about listing the position’s salary on job postings, and it largely exists to reduce pay equity issues. On the plus side of this, you can weed out people looking to make far more than a job pays right from the start. While there will certainly be pros and cons related to salary transparency, it is something companies will need to deal with, especially as some states enact pay transparency laws. Even without a law in your state, you should be ready to embrace this new reality; otherwise, your organization may be seen as having something to hide, especially as the number of companies with salary transparency rises.
That’s a brief look at five hot selection trends for 2023. Let’s make the year sizzle!
It’s Spooky Season at the Omnia Group, and we’re here to inform you that hiring does not have to be scary! Over the last few weeks, we’ve collected some hiring horror stories and tips to avoid their mistakes. We’ve kept all of these stories anonymous to protect the innocent, but make sure you learn from their mistakes!
This is probably the most important tip. Finding the right cultural fit is absolutely essential in both your hiring and retention practice. It’s estimated that 63% of people who quit their jobs in 2021 left because of a bad coworker or boss. Companies can’t afford to lose anyone due to poor fit anymore.
“I made the worst hiring decision in over 30 years of my human resources career. I hired someone that I had a gut feeling would not get along with the team, but their resume was extremely impressive, and they seemed on paper to be a great catch. The fact that they were accepting our offer, lower than their previous employer, should have been a sign. This person was tasked with managing a team of 28, and by the sixth month, their turnover had gone up to 60% within their department. Not only their direct managed team, but other department heads were leaving because they could not put up with the unsupportive, unfriendly, and downright rude behavior. We will never make this mistake again.”
Assessing cultural fit is tricky, and we’ll address some ways to handle that later in this article, but one key takeaway we can point out now is that the Omnia Assessment is a key tool in assessing cultural fit. Using the tool to determine communication styles, behavioral traits, and other culture indicators can help you find the right people for your team.
The resume only really gives you half the story, and really, who knows what on a resume might be a flat out lie. While we like to think people wouldn’t lie to get a position, it’s becoming a common trend for job-hoppers to say they’re skilled in certain areas, collect a few paychecks during the onboarding process, and bounce as soon as they’re actually required to do their job.
“My worst hiring experience was finding out someone had lied about their graphic design experience and falsified their portfolio. We hired someone, we’ll call him Ted, who said he had over 10 years of experience with graphic design and video editing. We have a thorough onboarding process that includes asking people to really learn and study our products, company culture, and in doing so, we give plenty of time to ramp up to actually producing work. We value a thorough onboarding. Ted took advantage of this, even requesting we extend his onboarding by a couple of weeks.
When it came time for him to start producing, we would get excuse after excuse on why there were so many delays. We found out he was using a popular $5 graphic design site to produce work and was having to do multiple rounds of revisions. Simple projects would take weeks. When confronted about this, he admitted he didn’t have a design degree, had no experience, and was outsourcing all of his work!”
How can you combat this? Make sample projects a must in your hiring practice, and ensure you check with previous employers or references if you feel you aren’t getting the whole story. You can even offer to pay for completing sample projects, but keep a firm deadline (in most cases, 24 hours is fine to complete a basic project).
Some people say that references are outdated and everything you need to know about someone can be found on their social media profiles. That’s not true, especially with everyone putting their best foot forward 95% of the time. That glorious Fiji vacation came with 28 hours of air travel, a cramped airplane middle seat, lost luggage, four buses, and two boats to get to that island resort, but you only see the champagne and crystal-clear waters. Much like asking a travel agent for advice on getting to your destination, you should probably ask references for advice on hiring.
“We always said during our hiring process that we would be checking references, but we figured just asking would weed out people that didn’t have quality references. We let one slip through the cracks with someone that wanted to join our customer success team. After we made the offer and started down the onboarding path, and before their actual start date, they started making demands and asking to change the terms of their contract. We decided, out of precaution, we would go ahead and check references for the first time in our hiring…
We found out A LOT about this person, just given that all of the phone numbers were incorrect, and all of the emails were answered very quickly, and all mostly said the same thing. We pressed on these emails and asked for a voice to voice conversation and found out these references were forged! Thankfully, we were within our rights to withdraw the offer, but we lost several weeks going down this path with the wrong person.”
This one is easy: always require references, and always check them. People will tell you a lot if you give them the chance to talk. Listen more than you speak on these reference calls. And, keep your questions open ended.
As we noted above, we’d cover some strategies to ensure a good cultural fit, and group interviews are probably the most important aspect of this, other than behavioral assessments, which can give you a much deeper level of understanding. Still, a group interview can uncover some very interesting tidbits of information.
“I was part of a group interview recently where the candidate had gone through several rounds with several members of our leadership team and was finally advancing to the final round. All of the references checked out, the background check was clear, and employment history was verified. We thought we had found the best candidate for the job.
When he got on the call, he was horribly inappropriate. He made jokes about how people looked, about wanting to take the group out to bars, and even asked one of the team members if she was single. When the leader on the call (who had not been a part of any of the other interviews) informed him he was being inappropriate, he said this was his opportunity to really bond with everyone. The whole team confirmed that was NOT the way to bond.”
Needless to say, the offer was not extended.
Obviously, that’s the worst-case scenario. Still, a group interview can give you great insights into how someone will fit into the team and their true behaviors. Allow everyone in the group to ask their questions!
For this one, we’re going to flip the switch a bit. Let’s talk about a horror story on the other end of the hiring process. When promoting your company, you have to be clear with talent on advancement opportunities, career growth potential, and any other relevant culture information your potential talent should know. This next story comes from a hiring professional who experienced their own horror story as the one being hired!
My last company was an “up or out” culture meaning everyone was expected to continue to advance their position in the company. If you weren’t being viewed as one to promote you were viewed as one on the way out. This meant you had to be constantly thriving to do more, give more, and produce more. You weren’t evaluated by how well you were doing your current job but by what you were doing to advance to the next one. At performance review time if you only exceeded the core requirements of your job but didn’t find new things to do and create new value, your performance was rated “marginal.” I had no desire to make partner – I just wanted to do well in the job I was in and to continue to learn and thrive in that role. As you can imagine, this culture also created a cutthroat mentality and behavior among peers. Everyone was in competition with others to get put on projects, or even to do basic volunteer activities. Nobody really looked out for each other – they were all in it to win it for themselves. I still have some PTSD from that experience. It was not a culture fit for me at all.”
If you’re looking to avoid these hiring horror stories, consider using the Omnia Behavioral Assessment to take some of the guesswork out of hiring. Find the right cultural fit, learn more about your potential hires than their resume can tell you, and make offers with confidence. If you’d like to learn more about the Omnia Assessment, get in touch with us, or try it here free!
Also, don’t miss our upcoming webinar, Hiring Doesn’t Have to be Scary, featuring ways to use the Omnia Assessment to your advantage!
Do you remember the days of classified job ads in the newspaper? (Do you even remember newspapers?) Those tiny blocks that gave you nearly zero information about a job aside from its title and the phone number of whom to contact? Or maybe you remember the early days of online job postings. Though they made the leap from black and white print to color and multiple fonts, they weren’t much better. Now, online job listings beckon us with dazzling graphics but also often include copious amounts of business jargon and buzzwords that take up a lot of space but don’t actually say much. (Seriously – So. Much. Jargon.)
You may think of job ads as the first necessary, but not particularly impressive, step involved in hiring a new person to fill an open position. Many feel its purpose is to cast a wide net that draws in interested candidates that, in turn, causes HR or management to spend days or even weeks sifting through resumes and conducting interviews to find the person who fits the job requirements best. But what if the job ad itself can help you target the right person from the get-go? Sounds good, but the question remains: how do you compose an ad that’s both informative and attractive to the exact person you want in the job? (Hint: it’s not extra buzzwords.)
It can be a challenge to write a job posting. Covering the technical requirements of a position is usually easy - the education, experience, and specific subject matter knowledge a candidate must possess to be considered. But what about the intangibles - the attributes that can make the difference between someone who simply performs job functions and someone who becomes a superstar within the role and within your organization? If you’re in HR and simply getting a job description from the manager overseeing the position, you may not be completely sure what the role needs in terms of soft skills or personality traits. Even the position’s manager might be at a loss if that person has never held the actual job.
That’s where benchmarking can make a huge impact. Evaluating the people who are (or were) in the position who have proven themselves to be excellent at the job can give you incredible insights into what to look for in future candidates.
The Omnia Assessment measures assertiveness, sociability, pace, and structure. These four dimensions create a well-rounded picture of how a person approaches their work responsibilities and the motivators that get them excited to come to work every day. Having this awareness about your high-performing employees can help you understand why they are so successful in their roles and what you need to emphasize in your job posting to attract people with similar attributes. Also, a job ad that targets these behavioral traits can cause people who think they will do well, but do not possess the behavioral qualities that are optimal for the position, to pass.
Is your phenom account manager someone who loves helping others and acting as the go-to problem solver for your clients? Then the job ad for a new account manager may need to target those team-oriented, accommodating traits (and cause those who are more focused on pursuing individual challenges than on providing support to look for a different position). Does your rockstar salesperson love the thrill of the chase and converting that skeptical prospect into a high-dollar client? Then a job listing for a new salesperson needs to appeal to someone equally ambitious, competitive, and bold (and scare off those uninterested in taking risks).
Of course, you may have several people who excel at the same position. Benchmarking them can help you see where the commonalities lie as well as how they approach the position in different, but equally beneficial, ways. Perhaps your more assertive and extroverted CSR tops the leaderboard in suggestive sales to existing customers while your lower-key, analytical CSR is the first person clients go to when they have questions or need a complex issue resolved. Knowing how their different traits impact various areas of the position can help you tailor your job ad to find precisely the type of personality you need in the role.
Benchmarking can also bring to light the unique needs of a particular department or organization that may differ from the industry standard. Imagine you’re posting for a management position to replace a retiring supervisor who oversees a small team of capable, self-sustaining employees. But, all of the candidates coming through your door are ambitious, take-charge individuals who have told you about the big changes they would make on Day One. You know that type of aggressive management style would demoralize this staff who are already strong performers. So, you decide to benchmark the current supervisor who has successfully managed the department for years.
Through benchmarking, you find out that this person has a moderate level of assertiveness (instead of the extreme boldness of your job candidates) that enables him to step in and take care of issues confidently while also allowing others on the team to give their input. He is a routine-oriented person who implemented systems within the department that enabled the employees to produce thorough results, and he fosters a sense of order and consistency for his team. This manager also offers the staff autonomy to handle their responsibilities independently while still making himself available to answer questions or offer advice when his employees come to him with concerns. Because of benchmarking, you now understand the nuanced management style that works best within this particular department, which can help you compose a job listing that pinpoints exactly what you – and the team – need.
To illustrate the value of benchmarking for job ads, I bring you a true story from our very own halls of Omnia. Years ago, we were looking to bring a new profile analyst onboard. The manager of the department, having worked with the analyst team closely and also having previously been an analyst herself, knew exactly what traits typically equaled success in the position. So, she wrote a job posting that listed all of the traits she knew to be important in an analyst. She phrased much of the listing in “If You…” statements: “If you are the person your friends come to for objective advice; If you want to work in a job where you’ll be valued for your knowledge, accuracy, and strong attention to detail; If you are comfortable working on your own,” along with several others.
The person who was hired based on that job ad is none other than my talented colleague (and fellow blog contributor) Jennifer Lucas who has been an indispensable part of the Omnia family for years. In the interview, she told the manager that she wouldn’t have been surprised if the last “If You” statement was, “If your name is Jennifer.”
That’s the power of benchmarking to create a targeted job ad that brings in just the right candidates. At Omnia, we have seen time and time again the tremendous advantage that benchmarking excellent employees can bring when it’s time to find that next A-player – both for our clients and ourselves. But don’t take my word for it. Have your outstanding employees take our Omnia Assessment so you can create a job ad that’s so clear and sharp, the right candidate practically materializes in front of you!
Let us help. If you’re struggling to turn your benchmarking data into the perfect job posting, Omnia will gladly do it for you. We write job postings for just $29 per ad. Contact our client success team to learn more.
Millions of us are still working (and living) at a distance due to COVID-19. We’re heading into another holiday season socially distanced, and it’s having an impact. Even if you’re taking steps to help remote workers prevent burnout, balance working from home with homelife, and avoid Zoom fatigue, it can still be a difficult time for many.
In fact, it can have a negative impact on overall health. Did you know an article in Public Policy & Aging Report states that loneliness is as bad for your health as smoking 15 cigarettes a day? In 2021, we’re well aware of smoking as a bad habit and detriment to our health, but we’re only at the beginning of seeing how loneliness and isolation impact the masses.
Fortunately, there are answers and they’re generally easier than kicking nicotine. With these practical actions, you can help your remote employees build strong social ties, connect to their colleagues and leadership, and promote stronger communication – all of which help battle loneliness and isolation.
Besides the obvious health benefits, there are business benefits as well. Research shows social support is important because it can cushion us against a variety of anxieties, including workplace stress and isolation, that can compromise health. Better health means fewer sick days. Less stress often means more focus. Keeping people engaged benefits everyone. It makes sense to put a few things in place to facilitate social interactions.
Greatplacetowork.com studied employee experience and found key aspects of workplace culture that affect how connected and supported employees feel. They have discovered several key points that contribute to the well-being and mental health of employees:
Giving back, with time or money, has proven to produce feel-good results. Actual “acts of kindness” can reduce loneliness as well as anxiety-producing hormones, so encouraging people to get involved could also improve their mental health.
People love to feel good, so encouraging these acts and supporting your team’s efforts can benefit them and your company. People who feel good about what they do are more likely to stay engaged and champion their workplace.
At Omnia, we’re discussing local charities to support as a company-wide activity, and many of our employees have activities they support outside of work. Perhaps one of our next ice breakers (see #4) can be about “acts of kindness”.
Evidence shows that online acts of kindness are as beneficial as face-to-face acts of generosity. There are several ways to encourage philanthropy while working remotely:
It can be easy to forego celebrations when in remote or hybrid work environments. While remote work is great for flexibility and reducing commuting stress (and cost), it can also be easy to overlook achievements.
There’s good news here as well. "Celebrations” don’t have to be elaborate. If you know your employees, you can provide a personalized touch or a thoughtful gift with your verbal congrats. A little customization goes a long way.
We celebrated Tony Curtachio during our All Company meeting to acknowledge 25 years at Omnia. Among other things, we offered congratulations and shared cake from a local favorite, Wright’s Gourmet House.
Some ideas to celebrate with your remote workforce:
In an office, people tend to gather informally or pop over to each other's offices or desks throughout the week. These exchanges may seem trivial, but they are important to bring people together. In a remote or hybrid environment, it can be easy to not talk to a colleague for days, even weeks. It’s important to encourage interactions across departments when possible. It can build camaraderie and facilitate future communication.
Consider monthly check-ins with team members you don’t work with directly. A colleague of mine and I set up a monthly check-in when we realized we only interacted during last-minute projects, and the monthly 20-minute calls helped build a different level of communication. We regularly catch up on projects we need clarity on but also life and family things we would not discuss in a larger group. Encourage these 20 to 30-minute blocks of time; anecdotally, they’re useful in strengthening communication.
At Omnia, we often have ice breakers during our cross-department monthly meetings to get everyone engaged and chatting (aloud or in the chat). It’s a fantastic way to learn about the colleagues you don’t see throughout the week.
Supporting employee well-being works best when individualized. This can be leader-employee or peer-to-peer. Even better if you have a variety of 1:1 interactions.
These chats can be work-related but open to other topics or stressors. Sometimes, all it takes is a quick 5 minutes to talk through the workload to make you feel heard and less stressed. It also helps prioritize assignments and tasks to say them aloud to someone else.
No two people are the same. Every person on your team will need varying levels of interaction and engagement. It may not be the people you suspect, especially if you have onboarded people remotely or have staff you haven’t seen regularly in months or more.
It can take months or even years on the job for you to uncover every person's specific communication style and engagement needs on your own. In the meantime, your employees can become frustrated and less engaged or heading toward burnout if they have a manager who does not understand how to motivate them.
The Omnia Team is here to help. We help throughout the employee lifecycle to support you. Our assessments offer real, immediate insight into your team including ways to motivate them individually and challenges to watch out for so you can coach a solution before there’s a problem. At the end of the day, we all just need to communicate in the methods that best fit our personalities. With the Omnia Assessment, you are leagues closer than you would be on your own.
It’s time to replace a member of your staff or expand your team. So, you dust off the job description, sift through countless resumes, and choose a handful of candidates to interview. But before you meet with anyone, read through the interview horror stories below. That way, you can avoid scaring off the talent that you need.
It may be hard to believe, but some hiring managers still ask candidates about their marital status, plans to start a family, and other personal topics. Unfortunately, these questions could cause the interviewee to suspect discrimination, badmouth the company publicly, or sue the organization. Plus, they’re irrelevant to whether the prospective employee can fulfill the role.
Lesson: As a best practice, your line of questioning should be solely focused on each candidate’s skills, experience, education, and other qualifications.
Desperate hiring managers sometimes bend the truth, embellish the positives, downplay the negatives, or flat-out lie to convince talent to work for the firm. But, this horror story rarely has a happy ending. Job seekers can often detect the deception up front, causing them to withdraw from the hiring process and tell their friends to avoid the company. If they do accept the position, they’ll quickly learn the truth, which means the organization will soon have to deal with a disgruntled employee or recruit a replacement.
Lesson: To keep the employees you hire, be sure to give them an honest and realistic preview of what it’s like to work for your company.
Everyone is biased. That's just human nature. But, when an interviewer lets their biases inform their hiring decision, it’s a scary scenario, indeed. For example, a leader could hire an unqualified candidate because they build an instant rapport with them. But, on the other hand, they may overlook an all-star because the interviewee is different from the rest of the team. In either case, both the company and the candidate lose.
Lesson: To mitigate your biases, be aware that you have them and consciously challenge each decision you make. You can also involve other people in the hiring process so that various perspectives get considered.
Hiring managers expect job seekers to be prepared for interviews. Yet, sometimes interviewers fail to do their homework before the conversation. An ill-prepared leader can’t ask effective questions or properly assess whether the candidate would be a good fit for the position. The lack of preparation is also rude because it indicates to the potential employee that the meeting wasn’t important enough for the hiring manager to put in any effort. The interaction was doomed before it even started.
Lesson: Show a genuine interest in the hiring process by reviewing the interview materials (job description, application, resume, etc.), creating a list of questions to ask, and preparing responses to potential candidate inquiries ahead of time.
Hiring managers should lead the conversation and keep it on track. But, some leaders are natural talkers that may dominate the discussion without realizing it. When that happens, candidates won’t have the opportunity to showcase their skills or provide the interviewer with the information they need to make a hiring decision. It also gives the job seeker a poor impression of the company, which likely means they won’t apply again — or recommend the organization to their network.
Lesson: To get the most out of an interview, listen more than you talk. Give the candidate a chance to wow you.
An interview can be nerve-wracking for a job seeker. But, some hiring managers don’t consider this when they set up the environment and interact with the candidate. They may hold the meeting in a cramped room, use negative body language, interrogate the interviewee, or otherwise make the prospective new team member feel ill at ease or unwelcome. Under those conditions, the candidate can’t perform at their best, so the hiring manager won’t see their true potential. Plus, the experience may leave a bad taste in the job seeker's mouth.
Lesson: Make your candidate feel welcome by greeting them warmly, offering them a drink of water, asking thoughtful, appropriate questions, and having the conversation in a comfortable space.
Finding a new position can be a hard journey for many candidates. So, after a job seeker interviews with an organization, they deserve to know the outcome — even if the answer is no. Unfortunately, some hiring managers are overwhelmed, forgetful, or inconsiderate and fail to follow up with their interviewees. For a while, the lack of communication may leave a candidate wondering what’s happening, perhaps giving them a false sense of hope. Eventually, they’ll realize that they’ve gotten ghosted, which could cause them to resent the company and question where they went wrong. Ultimately, the organization looks bad and likely loses a supporter.
Lesson: Even though it’s not fun, follow up with every interviewee to inform them of your hiring decision. If possible, give rejected candidates some pointers to be more successful in future interviews.
While it’s the hiring manager's role to set the tone for the meeting and make the job seeker feel welcome, the potential new employee needs to mind their interview manners, too. Here’s some spooky candidate behavior that probably won’t win them the job:
As you can see, each party involved in the hiring process has a certain protocol that they need to follow. If they don’t, they may just find themselves playing a role in an interview horror story.
Selecting the right candidate can be a daunting challenge. We’re here to help! Our research-backed and time-tested behavioral and cognitive assessments can be a valuable supplement to your interview process.
When your interviewee takes our fast and simple tests, you’ll gain deeper insight into their abilities, personality traits, and tendencies. With this knowledge, you can be more confident about your hiring decisions. Plus, since our results are rooted in science, we can help you mitigate any natural biases you have.
If you ask any hiring manager or job seeker, they’re sure to have at least one interview horror story to tell. Fortunately, with some awareness, preparation, and a smile, you can ensure that your candidates have a good interview experience — whether you hire them or not.
Securing the talent you need doesn’t have to be a frightening undertaking. So if you’re getting the chills just thinking about making your next hire, call us!
Let’s set the scene. There you are, waiting. As a figure approaches, you notice a too-wide smile that doesn’t reach their eyes. They’re impeccably dressed, but it doesn’t feel genuine. There’s a secret here. What could it be? They continue toward you, hand extended. Smile pasted on. You’re filled with hesitation and a tingle of anxiety, but you must be brave. You take a deep breath. You’ve been here before. You are a professional, after all, and you understand your mission: to uncover the truth of this individual. You must see behind the charisma, the tailored clothing, the friendly smile, and determine what lies beneath. You ask yourself: can I trust this person? Will they be able to carry about the critical responsibilities required of them? You remind yourself that while your gut instinct is often helpful, it’s not the right way to approach this particular scenario. In short, you must figure out if this person will be as fabulous tomorrow as they are today.
Terrifying, right? What if you get it wrong? There’s a lot against you and it’s your job to uncover the truth. Your entire company depends on you making the right decision. Job applicants are eager and on their best behavior, naturally. They want to present the best versions of themselves. Whether it’s the impeccable way they dress, their contagious charisma, or their uncanny ability to answer every question you ask in the clearest and most concise manner, they’ve put substantial effort into this “costume” of sorts.
Making it even more difficult for you (the hiring manger and hero of this story) to decern if they “really are” as polished as their resume, professional cover letter, and meticulous interview prep. Now if that doesn’t evoke an image of a Halloween scream and hair turned white standing on end, let’s dive into it a little more. What’s the worst that can happen if you “go with your gut” and hire them on instinct?
Well, maybe not. Your gut may be spot on. Or not – you could be joining a large group of hiring managers who have relied on their gut and made the wrong decision at least once. According to a CareerBuilder survey, 74% of employers admit having hired the wrong person for an opening. That same survey notes that the average cost of a bad hire is nearly $15,000, while losing a good hire cost on average $30,000.
Why is that second statistic important? As Apollo Technical puts it in their article “The Cost of a Bad Hire and Red Flags to Avoid (2021), “one bad apple ruins the bunch, as they say. When all of your team members work together and focus on the same missions, goals, and values, your company can be productive and get things done. On the other hand, if there is one unproductive and undedicated employee, they can bring down the entire work environment while having a negative impact on your bottom line.”
Unfortunately, many hiring managers don’t realize they have a bad employee until it’s too late, after they’ve lost money and seen employee morale plummet.
So, the candidate looks great on paper, and you invite them to an interview. You have your process in order, you’ve adjusted for the pitfalls of the past, and you’re ready to meet face-to-face (in-person or virtual). What are some red flags for a stellar (on paper) candidate?
No two candidates are the same. Every person on your team will learn differently, thrive in a different environment, respond differently to various communication and management styles, and be motivated by different things.
The problem is that a candidate’s resume won’t give you these insights, and it can take months or even years on the job for you to uncover them on your own. In the meantime, your employees will be frustrated and less engaged if they aren’t in a role that truly aligns with their personality and skills or have to work under a manager who doesn’t understand how to motivate them.
The Omnia Team is here to help. We offer assistance throughout the process beginning with writing job postings, conducting pre-hire assessments and providing support in using these assessments to leverage team dynamics and professional development beyond hiring and through the entire employee life cycle. To make it easy for you, all of our assessments come with a set of interview questions based on the position and the person’s assessment responses.
Following these steps, and using our resources will help you avoid that dark, deserted hallway and a scary hire.
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