3 Huge Hiring Hiccups
One of the biggest parts of the work I do using PDP is help companies find and hire the right candidates. In fact, 92% of organizations who use PDP implement it in their hiring process. Because of this interaction with hiring in many organizations, as well as my own past experience as a hiring manager in the sales industry, I’ve noticed consistent errors made in the hiring process. I’ve decided to highlight 3 of the big mistakes, or hiccups (I had to make my title flow, sue me) I have witnessed at play.
1: Not Having A Behavioral Assessment Component
Typically organizations hire using similar measurements: experience, education, referrals and a good interview. These are all good things to take into consideration, but the problem is that organizations don’t fire for these things; they typically fire for behavior. What if we could predict behavior before-hand? The field of behavioral and personality assessment has come leaps and bounds in practicality for the work environment. Tools like Strength Finder, Meyers-Briggs or DISC all bring a lot of interesting data to the table, but they don’t have very much applicable info for the work world. PDP has been the first tool that I’ve experienced that takes the intrigue of understanding ourselves and moves it into the application of what we actually do with that understanding. Studies have shown, organizations that implement a powerful tool like this have reduced turnover, higher retention, a more streamlined hiring process and less headaches in their HR department.
2: Putting the Right People in the Wrong Seats
This hiring hiccup breaks my heart. So often organizations find golden employees, but then they place them in a role that completely under-utilizes their potential and gifts. Another sadly typical scenario is organizations placing incredible hires under poor managers that demoralize, misuse, are intimidated by or simply don’t understand them. These errors can be devastating to organizations because they miss out on the serendipity (as Gary Vaynerchuk would say) of a great hire. Great hires, if abused, are always going to move on and find somewhere where they will be used to their full potential. Companies have to streamline the process of getting the right people into the right spots under leaders who are going to invest in them if they want to build epic teams.
3: Hiring Themselves
This one happens all the time and when you stop to think about it, it makes sense. We all want to be accepted and understood, so we may be automatically drawn to job candidates who have similar traits to us. I don’t just mean in physical aspects here. We all want to be communicated to in the same way that we naturally communicate. If you’re someone who is a doer and driver solving problems and pushing on, you are drawn to people who can solve problems and drive things forward too. If you’re somewhat soft-spoken and to yourself, you may be turned off by someone who’s a little too loud and obnoxious for your tastes. The issue here is that it takes all kinds within organizations. If all you hire are movers and shakers, you’re going to have zero stability. If you’ve only got people on your team who will leave one another alone and mind their own business, you’re probably going to have a stagnant organization. There HAS to be versatility and diversity within a team to create truly great results.
These are just a few of my observations and experiences. What other hiring hiccups have you experienced? Comment and let me know!
Grayson is one of the founders and CEO of zLIFEsolutions, a people development firm that specializes in helping organizations and individuals Lead, Live and Build Better. If you want more info on how he does this, check out zLIFEsolutions.com or e-mail him at GraysonZ@zLIFEsolutions.com.