Finally! You've finally filled that pesky open position that's been vacant for weeks. Your employees feel the relief coming. You're planning that much needed get-away to recharge.
You've got everything lined up to make sure they succeed and business continues with minimal disruption.
Or do you?
My own experience in building three companies, and my experience with working with countless CEOs and leadership teams over 25 years, has taught me some of the most painful lessons about the hiring process--lessons that are guaranteed to cause chaos in your company and chase good people away.
Here are four of the most painful mistakes.
1. No Alignment to Core Values and Mission.
No. 1 hands-down, a values misalignment will lead to short-term employment. Core values are the moral compass of an organization. They exemplify what the company stands for in good and bad times, both internally and externally. They indicate how employees are expected to treat one another, as well as how they treat people outside their organizations, including partners and customers.
Companies that value work-life balance won't gel with prospects that believe in all-nighter cultures. Companies that value high value over low cost won't align with prospects that value quantity over quality of customers.
In addition, prospects who aren't excited about your organizational mission and have difficulty seeing how they fit into the execution of the mission will not be long-term employees.
2. No GWC.
The most effective hiring litmus test I implemented is the GWC Model: Do they Get it, Want it, and have the Capacity do it? Does the prospect really get what you are looking for? Do they understand the importance of what the job requires, relative to the success of the company? Do they want your specific job more than any other position? Do they have whatever capacity is required to do the job--emotional, logistical, physical, mental, spiritual, etc.? If the answer to the GWC test is not an emphatic YES across all three questions, then the prospect is a risky hire.
A local location of a national gym hired a new weekend front-desk attendant who was responsible for opening the gym on Saturday and Sunday mornings at 7:00 a.m. Twice in one month, more than 50 members were left standing in the cold at 7:00 a.m. because the employee failed to show for work. Members had to call the club managers. This employee failed to realize the brand implications of not taking their role seriously. Further, it's possible that the company failed to hire or onboard properly in the first place.
3. No Onboarding Process.
Let's say you found your perfect person. They love your values and your mission, and they get it, want it, and have the capacity to do it. How are you integrating them into your company? The first impressions will impact how connected they feel to the leadership, employees, and organization, and will determine if they will stay for the long haul.
4. No Supervision or Support.
Once you've found your new hire, it may be tempting to take a hands-off approach, or a company may simply fall into a hands-off approach as the busyness of the day overshadows hand-holding a new hire.
Avoid this at all costs. This is dangerous for the company. New hires can unintentionally or maliciously harm a company.
A colleague hired a highly recommended COO. She was so relieved to have support that she didn't resist when he suggested that she back off from managing him. She learned later that he had installed spyware on her network without her consent and was monitoring everyone's emails. He also undermined many of her decisions and said things behind her back to cause insecurities throughout her team of direct reports.
We are now working to remove him with minimal disruption.
The Hiring Process Determines the Hire.
Getting the hiring right makes the difference between a great human capital investment and an expensive failure. In addition to screening for technical fit, companies must ask the right questions to ensure a cultural fit.
By investing in a robust hiring and onboarding process, companies can avoid much of the pain that costs companies thousands of dollars, destroys morale, and forces them back to the hiring starting line.