In my previous life as a field manager and manager, I found myself working in 僱傭 factories that needed help. They may not have achieved their sales and growth goals. They may have missed their goals of profit and quality. Some missed everything.

There was no other situation. But they all had two similarities: poor relationships with employees and poor personnel decisions. Collectively, sites have always been characterized by high staff turnover. I quickly realized that if we overcome recruitment problems and improve relationships with employees, we almost always cut turnover in half.

Reducing staff turnover immediately affects operating costs. Expensive cost of replacing staff is significantly reduced. Expensive mistakes of new employees almost disappear. By reducing staff turnover, managers can spend more time working with clients and training employees rather than hiring and interviewing. The quality is improving, which reduces the cost of service and provides very satisfied customers. At the time, because of our accounting methods, I did not know how low staff turnover affected health insurance costs and other business health problems such as presence at work and absenteeism.

Leaders are responsible for the development of the most effective “winning” teams. Whether we have a small business or a multi-employee department or a big business with hundreds of employees, the responsibility for people development and productivity is the same. Great leaders make the right decisions about people and employees. They always choose the right people for the right job.

Who we hire has more to do with the end result than with what we do as leaders. Most of all on success … or the failure of our team affect our hiring methods and personal hiring skills.

An inefficient recruitment process increases staff turnover, which puts an end to any productivity initiatives. Bad 1,000 does not last long – they leave or are asked to leave. Sometimes they leave when they realize that they don’t like work, company or people. In these cases, the new employee “fires” the company. They are asked to leave if they cannot study, do not want to study, commit an offence or have a defect. Then the company fires them. With poor management, non-professionals get stuck and become a “dead forest.” In any case, they were initially wrong and ready for failure. Whose fault was it?

In most cases, business. The company may not have developed a hiring process or people using the process have not done their job. After all, a newly hired person was out of work, and your mistake survived the trauma and stress of a change of job!


Many years ago I was asked to compile a standard recruitment process and training program to teach our managers how to use them. It was a major project that ultimately contributed to one of the paradigms that allowed the company’s impressive growth at that time. We all knew about the problems caused by poor staff. If we were to achieve our ambitions, good recruitment would be one of our core competencies. With the help of the CEO, I had the opportunity to visit several companies known for their excellent management teams to learn more about their hiring and development processes.

I came back from each trip with new ideas on how to effectively and consistently recruit staff. I learned about hiring processes, hiring tools, carefully honed interview skills, and more. All this information has been used to develop its own hiring system called “Careful Hiring”, which is still in use today.

The systems and processes we have developed have had an immediate impact on the quality of new employees and the early change of management. The fact is that effective systematic recruitment of staff has a huge impact on growth, profitability, income and management development.

When I talked to the ceers and managers of the companies I visited and watched their practice, I noticed similarities in their views and views on the importance of good people. They have become five hiring guidelines that we have taught each manager and which I continue to teach clients. Companies seeking to hire people do have some commonalities…

Hiring is a disciplined process: every business has certain processes that are necessary for their business and which are strictly observed. There are consequences for employees who do not follow these processes. While hiring may be one of the most important activities in a growing business, many companies do not approach it consistently. They have procedures in place to process orders, bill customers, manage collections, and even include employees in their service plan. But recruitment is not carried out systematically. Function – well … A kind of “karting.” Each need for recruitment is handled in its own way, and managers adopt their favorite theories about how to deal with it.

Large companies have efficient hiring processes that, like other important processes, are strictly enforced. For managers who do not respect the system, there are consequences. Large companies are aware of the importance of systematic hiring and believe that good hiring is an important part of their strategic plans.

Recruitment standards are consistent with business strategy: large companies have set position requirements and hiring standards for each key position. They know what they’re looking for in the job seekers. They identified and identified the key human skills and attributes needed to succeed and help the company achieve its goals.

Reconciling hiring standards with your business strategy prevents mistakes and inconsistencies in hiring. Let’s say K-mart is looking for a vice president of marketing. And let’s say they find out that Nordstrom’s vice president of marketing is available. What if they could find and hire a Nordstrom director to carry out their marketing efforts? Do you foresee any problems?

Of course, there will be problems. Although the two companies work in retail, they have completely different business strategies. K-mart has an effective low-cost self-service strategy. Nordstrom offers customers personalized service and high-quality products. Here we have two successful companies operating in the same industry, but with completely different cultures and practices. The new vice president of marketing K-mart will probably find it difficult to adapt to his strategy and culture of self-service.

Leaders have a responsibility: when recruitment processes are in place, leaders are responsible for their use. Leaders need to abandon their personal theories about ingesting.
It is important that managers are responsible for the quality of their hiring decisions to avoid hiring errors.

In today’s world, it is easy to lose individual responsibility for decision-making. One of the popular methods of recruitment, which is widely used today, is consensual recruitment. On the basis of consensus, the decision to hire is made at the recruitment of a committee or commission. Under such an arrangement, no one can be held responsible for poor man-taking.

While I believe that group discussions are good technique in certain circumstances and it is important to use recruitment committees, they should not obscure the issue of individual recruitment responsibility. Groups and committees should be used to provide the hiring manager with facts and information to help the hiring manager make more informed and informed hiring decisions. But the decision must be made by the manager, and this manager must be responsible for the quality of the hiring. In the end, this not only leads to more effective hiring decisions, but also strengthens the hiring manager’s desire to help the candidate succeed.

Interviewers are well trained: companies with effective hiring processes view the cost of training interviewers as an investment, not as an expense. Interviewers are the most important part of any hiring system and should not be forced to learn by trial and error. Their mistakes can be very expensive.

No one in your organization should conduct an interview without proper training. An interview is a research process, and research skills do not arise naturally.

Good employment is an ethical standard: find a moment and visualize the five most important things in your life. The two best will undoubtedly be faith and family. But let’s look at the next three?

We all have different values in life. But in my opinion, if you are a manager, manager or business owner, your business or career is one of the five most important things in your life. Think about the last change of place of work. It’s usually a traumatic experience. So much depends on the right choice. Wrong work can affect your wealth, your safety, your family life… and even your health.

Managers should take their hiring responsibilities very seriously. Hiring someone is one of the few times when you have brutal power over someone’s future. Your job decisions affect not only the success or failure of your business, but also the fate and lives of good people. I think it’s morally wrong to hire people inadvertently or accidentally in the hope that “everything will get better.” Good recruitment should become the norm of personal and professional ethics.

Good rent is not rocket science
There are only two things for proper hiring… First, you need to understand the work you are trying to do. You need to determine the human skills and qualities you need to succeed in your work. Secondly, you need to understand the candidate. Does the candidate have the skills and qualities you need? Hiring isn’t really that difficult. You can’t complicate it. A good recruitment means knowing what you are looking for and using the process to assess a candidate’s qualifications. It’s that simple.

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