In recent months, we have seen an increase in hiring mistakes.
Rushing to hire, rushing to counter offer and in many cases hiring the wrong candidate because there is no clear understanding of what you want, what you need and why you are hiring this role for long term success.
Truth is, very few people are good at hiring for the long term success of their department.
Hiring has been a challenge for many, however, the question should be asked:
Are you setting yourself and your company up to fail with bad processes and bad practices?
Here are 11 common but unspoken hiring mistakes many are making and it is setting you and your company up to fail.
Being led by recruiters, not by hiring managers
– are you allowing recruiters to filter CV’s and profiles based solely on one conversation with the hiring manager? It’s important to build that trust and relationship between hiring managers and recruiters before allowing this process to happen.
Asking bad questions leads to bad answers
– are you and your teams asking bad questions that only promote and accept bad answers? Have you reviewed your interview questions recently and given interview training?
Hiring those that interview the best vs hiring those who will do the best job
– this has been happening for years, however, it has not been addressed and this is down to lack of time, lack of training and lack of awareness of how people interview vs how people work. Create more working environments vs more interview questions.
Not having a clear understanding of what you need from the role not from the candidate
– I recently asked ten hiring managers what they are hiring for and their process and 8 of the 10 suggested they just copied and pasted another company’s job description and did not materially change for their workplace, they didn’t have time to consider the goals to make this role successful. The role and the job spec sets you up to succeed or fail. Consider what you need from the role not specifically from that idealistic candidate you have in your mind, consider the goals and the 12-month plan ahead, not just the job spec highlighting what you might want.
Hiring managers coming in too late in the process
– many hiring processes remove the hiring manager from CV/resume reviews and LinkedIn profile reviews and then miss one to two rounds of interviews before interviewing the candidate directly, this means many hours of wastage and interviewing badly fitted candidates
Too many colleagues in the hiring process
– hiring is an art form, hiring processes vary greatly, and many now opt to bring in colleagues and teams into rounds of interviews, very often there are too many colleagues involved in the hiring process and is extending the time scales. This is the hardest element to get right, however, ensuring the right colleagues are part of the process and provide good feedback is an essential balance.
Too many interview rounds, especially hybrid recruitment.
– are you hosting too many rounds of interviews? Can you hire in three rounds, not six or seven which is now a common number of rounds of interviews.
Have you learnt how to interview virtually effectively?
Being too narrow on what a successful candidate looks like and in turn what will make them successful
– unlike many businesses leads and department heads I believe being ultra-narrow and overly specific in what a successful candidate will look like actually hinders your hiring process and will impact your existing team and bias your hiring. Having an idea of what a successful candidate will look like is great however often when you interview someone and they lead the charge, you can feel empowered to change your view of what a successful candidate is.
Hiring for a team skill gap not for solving the existing and upcoming customer problems
– there are many reasons why you are hiring; backfill, hiring to demand, hiring to grow your team or reshaping your department. What this is often missing is hiring for the future and most hiring is focused around the current skill gap in the team rather than the customer problems and helping to hire to fix these not just hiring for a digital specialist in your Marketing team as you don’t have an expert. Where some will have to and want headcount here is where freelancers, coaches and agencies can add a lot of value and you can then evolve your department based on customer problems for now and the future.
CV/resume hires, hiring based on brands people worked at. Google, Amazon, Facebook, Apple etc
– the repeated mistake many make is hiring from some of the largest companies in the world. Typically, some in the hope of hiring up (“hiring higher calibre”), some to bring the experience, others in hoping these hires can bring the perceived successful operational frameworks with them or in hope to bring the same level of performance to their own business.
The truth is these companies operate in magnitudes of £$/x’s and 0’s bigger than you and often have numerous others who perform the same role, so in your org, you will have one senior-level Ops lead, in Google they will have a series of Ops leads.
These hires rarely scale well and expect large teams and hiring is rarely an issue in larger businesses, in smaller businesses and startups this just isn’t an option. Operationally too, larger companies have much more status-driven games and long hierarchical battles, these politics will also come into your business and will impact the culture and subculture of your business.
Hiring for cultural fit when you are unaware of what cultural fit is at your company
– the unspoken hiring mistake is suggesting you are hiring for cultural fit when you do not have a culture defined or understand what culture is within your business. Cultural fit is often referred to by mistake as skills or “observed” ability. These misunderstandings will cause numerous headaches when looking for the right fit or explaining what cultural fit is within your department (subculture) and cultural fit within the business. If a candidate asks what cultural fit you are looking for and you cannot answer it in one to two sentences, you likely do not have your culture defined or cultural fit written down, agreed upon and shared throughout your business.
Not having a clear view (roadmap) and a potential 3-year plan for the role
– the topic I speak on most with hiring when asked to support hiring mid to senior-level roles. Thinking through and supplying a career roadmap for this role is essential for all roles, particularly those looking to join you and who need to map out their career. Most outstanding mid to exec level candidates have a plan and a long term roadmap they are building on top of.
Very often long term success of the role is considered at numbers levels and then potentially job titles are considered, however, what the next two to three steps are and what the two up two across matrix is for this specific person. Yes, often this has to be considered when probation is based and you have an understanding of their performance, however, to give you a competitive advantage when you interview you should be interviewing for the next three steps for this role and within the business and evolving with each catch-up and 1:2:1.