Hi All,
I'm facing a peculiar problem....We made an offer to a guy for a technical position in November and he joined us in February after a long delay. But after 10 days he got another offer and left us.
For the same team we had offered another guy who also left us citing personal reasons.
PLease tell me how to judge the candidates during interview so that they dont leave us after joining us.
From Singapore
I'm facing a peculiar problem....We made an offer to a guy for a technical position in November and he joined us in February after a long delay. But after 10 days he got another offer and left us.
For the same team we had offered another guy who also left us citing personal reasons.
PLease tell me how to judge the candidates during interview so that they dont leave us after joining us.
From Singapore
Hi, Why don’t you enter into an agreement with the employees while you make an offer. You also slate the damages in case there is an breach of contract. I hope this would work. Regards, Manoj
From India, Ujjain
From India, Ujjain
hi Sushma,
the problem that you are facing is indeed peculiar but not rare.
There is very little that we as HR personnel can do in order to stop an employee who has decided to quit the job.
What we can do is to identify ways to improve our work-processes by conducting exit interviews.
now exit interviews donot mean that asking a definite set of wuestions and recording them in black and white.
what we have to do is to touch their human angle, ask them personally the reasons for their decision.
work on them and try to retain the work force.
in your case i feel that the job description that you have given is not designed properly.
the employees come with expectations and if the job does not fit his expectations they leave.
i recommend you to redisign the JD.
Contract is not recommended in such cases as employees feel bound by them and reduces the organization's goodwill in the market.
also contract have very less value as there is no such law for contract labour in India.
Thanks and Regards,
Sonit Singh
From India, Hyderabad
9the problem that you are facing is indeed peculiar but not rare.
There is very little that we as HR personnel can do in order to stop an employee who has decided to quit the job.
What we can do is to identify ways to improve our work-processes by conducting exit interviews.
now exit interviews donot mean that asking a definite set of wuestions and recording them in black and white.
what we have to do is to touch their human angle, ask them personally the reasons for their decision.
work on them and try to retain the work force.
in your case i feel that the job description that you have given is not designed properly.
the employees come with expectations and if the job does not fit his expectations they leave.
i recommend you to redisign the JD.
Contract is not recommended in such cases as employees feel bound by them and reduces the organization's goodwill in the market.
also contract have very less value as there is no such law for contract labour in India.
Thanks and Regards,
Sonit Singh
From India, Hyderabad
Hi Sushma:
The problem you have faced is been faced by most of the HR.
I am not sure how a candidate joins you in Feb while the offer was given in Feb. I think we mention the joining date in the offer letter and any delay is been extended max till the offer validity time.
Incase even if you have extended the dates, it is better to have 1 round of HR interview with the candidate to know about his current and last work and details for the delay.
Some suggestions that might help:
First - Analyse the resume and look at the continutity of the job trend of the candidate, and make sure you get to know the reasons.
1. "What are the company he/she have been trying for a job in the last 3 weeks"? Most of them answer it honestly. You will be able to make it up from his answer.
2. "What is his dream job/role"
3. "What is his dream company"
4. "When he would be able to join you"
5. "How can he assure you that he would join by the said time"
6. "Ask him why your company should hire him"
"Try to analyse a candidate through their attitude" - is he/she looking for a serious career growth or money or commitment to learn etc...
You could also make a simple analysis of the recruitment activity like.. Candidates not taking up the offer or quitting within 2 weeks either based on the technology-wise and region-wise.
This analysis will help you to understand the trend and the pattern. For instance, if you chose a candidate from outstation, he would relocate, but later feel homesick or so.. So as a HR you will have to analyse all these qualities.
Of all try to get the reference check of the candidate before going ahead with the offer formalities. You could ask for 3 reference, one could be his close friend, one could be his father's colleague and 3rd reference should be a business reference and not relative.
Hope this helps. Ofcourse practise is the only key to success...
Regards
Radhika
From India, Madras
The problem you have faced is been faced by most of the HR.
I am not sure how a candidate joins you in Feb while the offer was given in Feb. I think we mention the joining date in the offer letter and any delay is been extended max till the offer validity time.
Incase even if you have extended the dates, it is better to have 1 round of HR interview with the candidate to know about his current and last work and details for the delay.
Some suggestions that might help:
First - Analyse the resume and look at the continutity of the job trend of the candidate, and make sure you get to know the reasons.
1. "What are the company he/she have been trying for a job in the last 3 weeks"? Most of them answer it honestly. You will be able to make it up from his answer.
2. "What is his dream job/role"
3. "What is his dream company"
4. "When he would be able to join you"
5. "How can he assure you that he would join by the said time"
6. "Ask him why your company should hire him"
"Try to analyse a candidate through their attitude" - is he/she looking for a serious career growth or money or commitment to learn etc...
You could also make a simple analysis of the recruitment activity like.. Candidates not taking up the offer or quitting within 2 weeks either based on the technology-wise and region-wise.
This analysis will help you to understand the trend and the pattern. For instance, if you chose a candidate from outstation, he would relocate, but later feel homesick or so.. So as a HR you will have to analyse all these qualities.
Of all try to get the reference check of the candidate before going ahead with the offer formalities. You could ask for 3 reference, one could be his close friend, one could be his father's colleague and 3rd reference should be a business reference and not relative.
Hope this helps. Ofcourse practise is the only key to success...
Regards
Radhika
From India, Madras
Hi Sushma
I am Nikhil from Large Company. In this problem their is wrong validation if candidate has been done by consultant if candidate has been sourced by consultant
Suggesting following solutions for this problem:
1. Before making offer cleraly tell him about his role in organization and give him a time to decide on the same
2. Dont give him any written offer till you are confirmed from his end
3. Tell him to minimise his notice period because in India their is no law which can restrict him from breaking his notice period
4. Sale him comapny and his growth with your organisation
5. Do proper reference check before making offer.
Hi Sushma,
Well you have posed a good question...as we all face this perenial problem whether he would join or not ?...Radhika & others have given valuable insights..especially the questions to asked & probed.
Besides this one needs to develop the knack on reading the candidate while interviewing them..understanding of psychology & human behavior is useful..this takes time & effort afterall the interviewing is science as well as an Art.. :D
Cheers,
Rajat
From India, Pune
Well you have posed a good question...as we all face this perenial problem whether he would join or not ?...Radhika & others have given valuable insights..especially the questions to asked & probed.
Besides this one needs to develop the knack on reading the candidate while interviewing them..understanding of psychology & human behavior is useful..this takes time & effort afterall the interviewing is science as well as an Art.. :D
Cheers,
Rajat
From India, Pune
Hi There,
I read the responses to your delemna and honestly had a smile on my face, not in ridicule but in remembrance. Here in Canada, breech of employment contracts can be pursued. The reality is that the questionning techniques (some good hints given previously), timing of offers, interview process ie panel and team interviews work best in my view as "flags" or concerns missed by one can often times be picked up by the team.
I also believe that the more experience you have in interviewing the better you become at picking up the signals that there may be issues. Where I personally have failed in my judgement of a candidate it is important for me to reflect, after the fact what questions I might have asked that would have revealed additional information, what clues did I miss, what statments did I perhaps misread. This reflection has helped me to refine my interviewing skills and in retrospect helped me understand that human nature, culture and integrity are so intertwined and ultimately individuals choose what they feel is best for them.My influence is at best limited.Thank you for allowing me to share my insights.
Best Regards,
Jo Verde
JeMM Consultants
www.jemmconsultants.com
From Canada, Ottawa
I read the responses to your delemna and honestly had a smile on my face, not in ridicule but in remembrance. Here in Canada, breech of employment contracts can be pursued. The reality is that the questionning techniques (some good hints given previously), timing of offers, interview process ie panel and team interviews work best in my view as "flags" or concerns missed by one can often times be picked up by the team.
I also believe that the more experience you have in interviewing the better you become at picking up the signals that there may be issues. Where I personally have failed in my judgement of a candidate it is important for me to reflect, after the fact what questions I might have asked that would have revealed additional information, what clues did I miss, what statments did I perhaps misread. This reflection has helped me to refine my interviewing skills and in retrospect helped me understand that human nature, culture and integrity are so intertwined and ultimately individuals choose what they feel is best for them.My influence is at best limited.Thank you for allowing me to share my insights.
Best Regards,
Jo Verde
JeMM Consultants
www.jemmconsultants.com
From Canada, Ottawa
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