SELECT PERSPECTIVES BLOG

3 Best Practices for Your Hiring Process to Help Retain Talent

Posted by  Lindsey Burke

hiring-process-practices.jpgWhen it comes to making the right hiring decision, several factors come into play. Without the proper preparation, hiring steps, and decision makers, an organization’s quality and quantity of hiring can easily be negatively affected.

It’s important to consistently use best practices in a hiring process. Although there are several parts to an effective hiring process, including using objective, validated assessment tools, this blog focuses on the three best practices for your hiring process that aren't all about employee assessments.

1) Find the candidate’s working interests

At this point in time, it should be well known to most organizations that it’s not all about getting warm bodies into a role. Although it may seem like the most practical thing to do, simply throwing a candidate into a role without learning what it is they truly want to do is a recipe for turnover.

When people enter roles that they aren’t going to be satisfied by or feel motivated by, they aren’t going to perform well, and they likely will turnover as soon as something better, more aligned with their interests comes along. When someone is motivated by the requirements and tasks of a job, they are going to be less likely to turnover, be absent, and have a higher overall level of satisfaction with the job.

2) Provide the candidate with a realistic job preview

Providing candidates with a realistic job preview is strongly recommended in a hiring process, especially for more undesirable jobs. A candidate can lie all they want on an application about not having any concerns/issues with an extremely warm or cold workplace, dirty or smelly job tasks, etc., but a realistic job preview forces a candidate to experience, at least to some extent, what it is they will be doing on a daily basis.

All organizations should be extremely open with candidates about what they will be experiencing on the job, and there is no better way than by showing them first-hand and putting them in touch with the people who are performing the job on a daily basis. The worst that can happen is you lose the candidate, but it’s much better for your organization to lose a candidate in the hiring process than once you’ve already spent endless hours, and ultimately dollars, on training and onboarding.

3) Examine what your organization has to offer

Also, in line with the first two topics, once you have determined that the candidate will be a good fit for the job from a motivational standpoint, examine factors that could change these motivations. You may think you’ve found the golden ticket once you know that that the candidate’s interests line up with the requirements of the job, and especially when they’ve seen the job and decided not to self-select out, but this means little to nothing if your organization is slacking in areas that affect overall employee satisfaction and want to stay.

For example, if your organization does not have strong leaders, this could be an issue. Most employees don’t enjoy being bullied or micromanaged by supervisors. What about your culture? Does your company live by the vision and values it proclaims to? A good first step is to check out organization review sites, such as Glassdoor, to get a better idea of what your employees are saying about your organization.

If your organization is already using an employee assessment, these three practices will help your organization build a more effective, accurate hiring process. Any lapses in your hiring process could lead to you making a bad hire, and that bad hire could cost your company real money.

Interested in taking a deep dive into reducing turnover? Watch our webinar on the causes and solutions to turnover:

turnover reduction

Tags:   hiring, hiring process, employee assessments

Lindsey Burke

Lindsey Burke is a Consultant based in the Pittsburgh office of Select International. She is largely responsible for client support and managing clients in industries including manufacturing, sales, and healthcare. Lindsey completed her M.A. in Industrial and Organizational Psychology from Xavier University and earned a B.A. and B.S. in Psychology from Kent State University.

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