7 Hiring Mistakes Recruiters Make and Must Avoid
Human Resources

7 Hiring Mistakes Recruiters Make and Must Avoid

Hiring new talent can be a daunting task for recruiters. While you interview and explain candidates various employment benefits at your organization, they also evaluate you as well as your company.

When it comes to building your dream company, hiring the right talent is a crucial step. In fact, building a business is all about the talent you hire, as a business is more like a puzzle and every card is unique and equally important at the same time.

However, many recruiters make certain mistakes while hiring. They need to be sure about whether they’re hiring for the designated role or for the organization as a whole.

Sometimes, they hire before even the KRAs have been clearly set up and rushing into the decision makes them pick a bad apple.

Hiring Mistakes Recruiters Make

Always remember the fact that your organization is who you hire, and if you want to succeed, the following are 7 hiring mistakes you will never want to make or repeat if one of these reminds you of it:

Hiring Because You Can

Hiring new candidates just because you can is a common practice among organizations that want to expand. You believe, since your business is performing well and you have sufficient funds, why not expand? For you, this might be the right time to hire new talent and expand. Believe me, it’s not!

What you really need to do is audit the company and analyze whether or not the existing staff is unable to deliver what is expected from them. And, then decide whether or not there is a need for hiring more people in one or more departments.

Roles for Which You’re Hiring are not Clearly Defined

Not clearly defining the roles to be hired for is another common misstep made by many organizations. This usually happens when you get new projects with strict deadlines.

Recruiters start getting manpower requests from one or more departments and they start inviting suitable candidates. However, when these new hires come on board, they don’t have much work to stay occupied for the entire business hours, typically when those projects have been delivered.

In such scenarios, small business organizations usually start cost-cutting and ask these new hires to leave since they cannot afford to release them paychecks when they don’t add much value to the company. Big companies, on the other hand, are able to afford their salaries, so that’s not much of a problem for them. This, however, is a fatal error for two key reasons.

  • This act proves to be disastrous for the company, as managers now have more people to manage and they don’t prove to be much useful.
  • This is unfair to the new hires, as they don’t have anything to learn and grow as professionals. They will start feeling frustrated within a short time, which further affects the overall work culture in the team.

So, if small businesses fail to manage their employees ranging from 10 to 50, how are they going to scale to a big firm of over 500 employees?

Didn’t Do Due Diligence

If you failed to hire the right talent or hired someone who is under-qualified for the job, it’s you who is to be blamed. Anyone can make themselves seem good on their resume.

If a resume says the candidate successfully managed an ad campaign that was very much talked about all over the Internet, it does not mean that person did it all by himself/herself.

If you’re the person solely responsible for hiring the new talent, make sure to take the time and get to know the candidate you’re considering hiring. Do strict background checks and whatever possible for you with due diligence.

Ignored What Your Gut Feeling Told You

Business is beyond just logic; it comprises emotions too. No matter how good someone may look on their resume, you must trust your gut feeling if you think they’re not right for the job and will not be able to deliver what is expected.

Graduating from a top-notch university or having worked at a business giant doesn’t make them a good fit for the job you’re considering offering them.

What you can see on their resume may seem great and is of utmost importance to you. However, it’s not you who they’re going to work with, in a team. Sometimes, you can feel or sense the person sitting right in front of you isn’t the One. Don’t ignore what your gut tells you.

If you’re a recruiter, step in the shoes of your founder and think if you would like to share your company with someone you don’t like as a person. And you can make your decision the same way.

Don’t Involve Anything in an Interview and Just Talk

An interview is the first and primary means of interaction between a recruiter and a candidate. Some recruiters and even hiring managers like to talk about the professional experience. No matter how experienced a candidate is, he or she must be assessed on the basis of practical terms.

The steps to hiring a candidate, especially at the managerial level, should involve more than just questions, answers and discussions. A recruiter can walk the candidate through the company and ask him or her about professional experience, and how to deal with practical situations.

For instance, a recruiter at a manufacturing company can ask the candidate things like how to improve the process.

The hiring process can also involve writing the steps to describe the functioning of a machine to assess his or her hands-on ability. For example, if a company is hiring a content manager for its digital marketing team, the recruiter must also assess him/her based on the writing skills and not just the managerial skills. Not to forget, a content manager should be a great content writer first.

Hiring the Right Person and Assigning the Wrong Role

Organizations, after too much of hassle, manage to hire the right candidates but sometimes place them in the wrong role. This usually happens when a recruiter finds some candidates so good that they hire them but assign roles similar to the ones they were originally hired for. This is nothing but a huge mistake.

Sometimes recruiters fail to find the right candidates for the open positions and then look for those who have similar work experience. However, after some time, these hires get frustrated because the kind of work they’re assigned is different from the original job description shared with them.

In some cases, recruiters find the right candidates later on and find a way to work out things. They offer new positions to the old hires, which they might consider worthwhile and stick to the company.

Holding onto Worst Performers in The Team

The greatest mistake an organization makes is holding onto employees who are hardly productive. As I already mentioned, your company is all about who you hire and holding onto worst performers is a disservice in itself.

Some managers build a circle of friends among employees and keep ignoring their mistakes out of loyalty. Just because they’re friends, these managers always protect them, which eventually lead to dissatisfaction in the team. Obviously, you cannot expect senior management to interfere with that, as they have no idea about who is performing and who is not.

It is the responsibility of a manager to replace such employees at the earliest, as keeping them in the team affects the morale of others who perform. The longer the decision is postponed, the more problematic it becomes to fire them.

Remember! Bad hiring happens; important is what you do about it.

Image Source: theengineer.co.uk

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