Don't Settle

Settling occurs when we accept a less-than-optimal outcome of a process. Less than desired procedural ends are realized when the interlocking steps of a proven process are not accurately and fully performed.

Readers of prior issues of this Newsletter understand the importance of following the defined Hiring Process:

1. Perform a defined Culture and Needs Analysis, and
2. Execute a structured Hiring Process

Successful hiring processes are achieved when the interdependent portions of the overall processes are completed and not “Short Cutted”. Accomplished practitioners understand that the procedural goals of each step within a larger process must be executed in its intended order and to its required outcome.

The traditional goal of hiring permanent staff is to hire longer-tenured more productive employees. When the productivity of the hiring process is maximized and related expenses are mitigated, the Return on Investment (ROI) of the hiring process is amplified.

When hiring a Permanent Employee, a thorough and effective Cultural and Needs Analysis Cultural and Needs Analysis will reveal the cultural makeup and professional accomplishments that the hired individual MUST possess. Identifying candidates who possess these verified attributes is The Goal of the hiring process. Prospects who do not possess these validated attributes should not be hired. ?

?Too often, impatient managers will hire individuals whose purported accomplishments and operating culture have not been thoroughly investigated and collaborated by an objective and reliable third party. At times, a candidate’s professional accomplishments and cultural congruencies are misstated or misunderstood. Problems occur when a candidate’s stated attributes have not been validated. Required steps within the hiring process are often ?“Skipped Over” through procedural immaturity or prioritizing Quickness to Hire as an overriding objective of the Hiring Process.

When the cultural makeup and professional accomplishments of the ideal employee are not fully revealed or when Speed to Hire becomes the predominant component when hiring a permanent employee, mistakes within the hiring processes will be made. The outcome of hiring processes that are not methodical, thoroughly executed, and contain reliable third-party candidate validation is a Bad Hire. Bad Hires create decreased productivity within the team that the hired employee interfaces with, as well as excessive expenses to separate the bad hire from the organization. Costs continue when a second hiring process is launched to hopefully achieve the required result.

Following an incomplete hiring process results in “Settling” for a less-than-desirable hiring outcome.

?Ernie Russom is the Executive Director of the Retained and Dedicated Executive Search Firm The Westview Associates. Enhancing the ROI of the hiring process through a proprietary methodology that provides longer-tenured and more productive employees.