There are many recruiting myths that interfere with the hiring process. Past experiences, poor training, and office legends keep these myths alive. The successful interviewer needs to overcome the myths and recruit in reality. How many of these myths do you believe?
Millions of interviews take place every year and with that comes a number of myths about the recruiting process. For one reason or another, these myths have become commonplace and dispelling them becomes a prominent issue. The following list summarizes the ten most common recruiting myths.
Managers hire unqualified people every day. Many qualified candidates simply lack interviewing skills. Nerves and other outside factors can also affect a candidate's ability to interview well. Unqualified candidates with very refined interviewing skills often get the job because they present themselves well and appear to 'fit in with the team'.
It is important to understand this disparity and to use more than the interview in making your decision. Additionally, do not spend months trying to make a bad hire into a good hire. Managers often know within a few weeks if a new employee is going to be a weak contributor. If the wrong person was hired, take the appropriate action and see if your number two candidate is still available.
Good questions are essential but are fallible. Many hiring managers think that asking good questions will result in good answers and that's it. Listening, observing and adjusting the interview is as important as a list of good questions. By noting how the candidate reacts to the questions, and listening intently do the details of the answer, the interviewer can learn much more about the individual and reduce hiring errors.
Although having a degree is usually a huge plus, some extremely talented candidates may not have the degree you desire. Life experience, work history, hobbies, and personal disciplines can sometimes compensate for not having a degree. Don't make assumptions. If the resume of a candidate with no degree is appealing, consider giving him or her a chance.
HR managers and recruiters generally have little input in the actual hiring. Higher level managers usually make the hiring decisions. However, the recruiter and HR manager play an important role in the initial screening of candidates. They weed out the bad and present the good candidates to those who make the hiring decisions.
It is important for managers to realize the financial issues that could arise when hiring candidates. Financial offers must determine departmental budgets and allocate dollars to determine the growth of headcount. Hiring more employees than the company can realistically afford can quickly drive your company into financial trouble. Always be cautious about hiring in anticipation of growth or sales.
Recruiters should rely on tests, interview performance, resume, background information and references. Tests can evaluate aptitude, or how a person reacts to a given situation, but will not paint a complete picture. Good interviews and background research will reveal more about the 'whole person'. Only through leveraging all these, can your company find the best candidate.
History is important, but is only one piece of the puzzle. A candidate's ability to succeed is strongly influenced by the environment in which, and the team with whom they work. Never ignore a candidate's history, but be sure to consider other factors contributing to the success if you are tempted to rely heavily on history as a determining factor in the hiring decision.
Many people who conduct interviews possess no interview training. To avoid issues with untrained interviewers, companies implement structured interviews that ask each candidate the same questions. This can be a terrible approach because companies neglect the listening, observing and testing nature of the interview.
However, Starbucks has used a structured interviewing format and succeeded in the past. Because not all companies will be able to achieve the same level of success as Starbucks, it is important to note that a structured interview may only result in a one-dimensional view of the potential candidate.
Not testing candidates presents greater risk. Testing candidates is critical because it is important to know how the candidate will perform under certain pressures and job requirements. Some people argue that interviews can get too personal and are an invasion of privacy.
However, under the Uniform Guidelines on Employee Selection Procedures (http://www.dol.gov/dol/allcfr/Title_41/Part_60-3/toc.htm), any interview process has to be as valid and reliable as personality tests, ability tests and background checks. Through a test, the recruiter can see how a person acts and if they will be a problem down the road if he or she is hired.
All hiring managers would like to think that the 'perfect fit' employee is out there somewhere. It is possible, but unlikely that the perfect employee will be found for every open position. When hiring, consider a different approach. Look for a 'good fit' employee and allow some flexibility in the job duties, allowing the employee to leverage his or her individual's strengths as the job evolves. That 'good fit' candidate may redefine the job and help take your organization to the next level.
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