Have you ever hired someone who interviewed great, but after taking the job couldn’t cut it? Have you just been overwhelmed with a candidate and hired them on the spot? Have you brought on someone, but didn’t bother to check their references “because a reference would of course only say good things about them”? Have you done a background check to see if that person was unsavory or has a checkered past? Have you just short-circuited your hiring process? Amazingly many companies frequently do these things.
At the other end of the spectrum, some organizations take this process to an extreme, interviewing a candidate a dozen times and put them through the mill over several months to make certain they were a “perfect fit”. Only to find that person tired of the process and took a job elsewhere.
As voters, we sometimes fall in love with a charismatic candidate who tells us everything we want to hear and distracts us from important policy issues. We may have foolishly dismissed any doubts we had because we wanted to shake things up. We did not come to grips that this person had no relevant experience and was unqualified for the job; had surrounded himself with inept and duplicitous people, had skeletons in their closet that we chose to ignore; made up “facts” (fake news) and drew the attention to his rival and had no objective other then winning. But after you are conned, it’s too late to do much about it. His forte was being a great campaigner, not the delivering on the job. Does this story sound familiar?
Hiring someone is as critical for your organization as it is for an elective office. I had a client who trusted their hiring instincts and did not properly vet the sales rep they were hiring. The candidate wowed everyone with his personality and told them exactly what they wanted to hear. I insisted nevertheless that they do a professional personality profile assessment, which concluded that his answers were deceitful and inconsistent. But they ignored that information and went with their gut. After hiring him, they were grossly disappointed when his promises turned to dust and realized that they made a poor decision and terminated him after some 10 weeks when reality set in. His orders were a sham which never materialized and he was a pathological liar. His expertise was being a great interviewer, not doing the job.
Another client needed to fill a key job and had little patience to properly assess ones competency. He saw just two candidates in one day and selected one almost immediately, without even checking a single reference. After that person was hired we saw lots of red flags. I decided to call their prior employers, not their references. All but one did not even remember that person. The one that did, categorically refused to provide a reference and sent a clear but unspoken message of what they thought about her. Needless to say that person has not worked out and we have found a replacement, going about a more thorough process.
Making the wrong decision can have dire consequences. In today’s litigious atmosphere poor hiring decisions can cost you lots of money, set back your workload schedule, and damage your company’s reputation and your team cohesion.
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