How often does it happen that employees looking so promising during interviews fail to deliver?
Is there any fool proof method to avoid such disappointment? I can understand that the organization itself plays a major role in drawing the best out of an employee. But I have faced issues where in my entire unit performs well and a couple struggle after numerous efforts to improve.
Please help....
From India, Mumbai
6Is there any fool proof method to avoid such disappointment? I can understand that the organization itself plays a major role in drawing the best out of an employee. But I have faced issues where in my entire unit performs well and a couple struggle after numerous efforts to improve.
Please help....
From India, Mumbai
Hello Navin:
>How often does it happen that employees looking so promising during interviews fail to deliver?<
About a third of the time they are successful in the job.
About a third of the time they are marginal in the job.
About a third of the time they are failures in the job.
>Is there any fool proof method to avoid such disappointment?<
When evaluating people there are no foolproof methods but there are better methods.
>I can understand that the organization itself plays a major role in drawing the best out of an employee.<
Most organizations don't draw the best out of their employees.
>But I have faced issues where in my entire unit performs well and a couple struggle after numerous efforts to improve.<
Do you hire for talent?
We all have talent but we don't always have the talent demanded by the job we hold.
>Please help....<
First we need to define talent.
Second we need to measure talent.
Third we need to hire competent applicants who have adequate or better talent.
We call it hiring for talent and the secret is to know how to measure talent.
If we can't measure talent, we can't hire for talent.
Talent is what separates the best performers from the rest.
Bob Gately
From United States, Chelsea
>How often does it happen that employees looking so promising during interviews fail to deliver?<
About a third of the time they are successful in the job.
About a third of the time they are marginal in the job.
About a third of the time they are failures in the job.
>Is there any fool proof method to avoid such disappointment?<
When evaluating people there are no foolproof methods but there are better methods.
>I can understand that the organization itself plays a major role in drawing the best out of an employee.<
Most organizations don't draw the best out of their employees.
>But I have faced issues where in my entire unit performs well and a couple struggle after numerous efforts to improve.<
Do you hire for talent?
We all have talent but we don't always have the talent demanded by the job we hold.
>Please help....<
First we need to define talent.
Second we need to measure talent.
Third we need to hire competent applicants who have adequate or better talent.
We call it hiring for talent and the secret is to know how to measure talent.
If we can't measure talent, we can't hire for talent.
Talent is what separates the best performers from the rest.
Bob Gately
From United States, Chelsea
Dear Navin,
Let me add something to what Bob has already said. Following questions come to my mind:
a) Is job description given when the job-listing is promulgated in job portal?
b) Is the Job Description customised to the requirement or it is old one?
c) Is tally of Job Description and candidate's CV is made while scrutinising the CV of the candidate?
d) Are the CV-specific questions kept ready before calling the candidate for interview?
e) Who conducts the interview? Have the interviewers been formally trained on the Interview Handling Skills?
f) While conducting interview, is traditional interview conducted or behavioural interview conducted? Have the interviewers been trained on "Behavioural Interviews"?
g) Is the cost of poor recruitment been measured and then communicated to the interviewers concerned? What is the ratio of this cost with revenue or total expenditure?
h) Is "Proper Recruitment" a part of KRA of an interviewer or is it treated as secondary duty?
By the way, I am Bangalore-based soft skill and behavioural trainer. I handle training across the spectrum of industries. To make you aware of my training activities, I will send my Training e-Brochure to you. It will give you information about my training methodology and the list of the programmes that I conduct. I am unable to attach it to this post as of now.
If required, I will train interviewers of your company on "Behavioural Interviewing" In behavioural interviewing risk of recruitment of poor candidates cannot be eliminated per se, it can reduced for sure.
As far as my training charges are concerned, you can pay me at par with Mumbai's trainers. I will bear conveyance charges to and fro.
Warm regards,
Dinesh V Divekar
,
From India, Bangalore
Let me add something to what Bob has already said. Following questions come to my mind:
a) Is job description given when the job-listing is promulgated in job portal?
b) Is the Job Description customised to the requirement or it is old one?
c) Is tally of Job Description and candidate's CV is made while scrutinising the CV of the candidate?
d) Are the CV-specific questions kept ready before calling the candidate for interview?
e) Who conducts the interview? Have the interviewers been formally trained on the Interview Handling Skills?
f) While conducting interview, is traditional interview conducted or behavioural interview conducted? Have the interviewers been trained on "Behavioural Interviews"?
g) Is the cost of poor recruitment been measured and then communicated to the interviewers concerned? What is the ratio of this cost with revenue or total expenditure?
h) Is "Proper Recruitment" a part of KRA of an interviewer or is it treated as secondary duty?
By the way, I am Bangalore-based soft skill and behavioural trainer. I handle training across the spectrum of industries. To make you aware of my training activities, I will send my Training e-Brochure to you. It will give you information about my training methodology and the list of the programmes that I conduct. I am unable to attach it to this post as of now.
If required, I will train interviewers of your company on "Behavioural Interviewing" In behavioural interviewing risk of recruitment of poor candidates cannot be eliminated per se, it can reduced for sure.
As far as my training charges are concerned, you can pay me at par with Mumbai's trainers. I will bear conveyance charges to and fro.
Warm regards,
Dinesh V Divekar
,
From India, Bangalore
Dear Mr.Naveen Rane,
It is more important to hire a person who has good interpersonal communication skills than to find someone who knows your product inside and out. Why? Because product knowledge can be taught. Good communication skills are more difficult to find.
In today’s world where it costs more to gain a new customer than to keep a current one, and where customer service is a competitive differentiator, it is imperative that a company show customers its best side, during each and every customer interaction.
Interpersonal skills are also important to the success of internal company teams, and to the effectiveness of a manager (or leader) in the organization. And each of these things is important to the success of the department and the company.
So what are a few things you can look for when interviewing and evaluating a person to join your company? Knowledge of your industry or product is great, but do not forget to look a little deeper.
Things to look for:
• An interviewee that establishes eye contact
• Someone who speaks well and is able to articulate their points clearly
• A person with a team attitude (yes, even in sales…the best of the closers still understand why it is important for the whole team to succeed)
• Someone who wants to go the “extra mile” to make customers happy
• A person who understands that their individual actions impact the success of the whole company
• Someone who wants to have fun at work and enjoy what they do
When searching for the ideal candidate for your position, you may also want to use some type of profiling tool. There are a number of tools on the market that can identify what type of communicator a person is and what their workplace strengths are. These can be useful when you are trying to get a good mix of talent on a team. Be careful however, not to base your decision solely on these types of tests. You may end up turning down a great candidate because they don’t fit the “profile” you were looking for.
Just keep in mind, when you are looking for the “perfect” person to fit well into an already established group, you have to consider the whole package. Does he or she have technical knowledge? Great! Is he or she a good communicator? Even better! Does it feel like hiring him or her would create a win for you and a win for him/her? Well then, you’ve found the right person!
From India, Mumbai
It is more important to hire a person who has good interpersonal communication skills than to find someone who knows your product inside and out. Why? Because product knowledge can be taught. Good communication skills are more difficult to find.
In today’s world where it costs more to gain a new customer than to keep a current one, and where customer service is a competitive differentiator, it is imperative that a company show customers its best side, during each and every customer interaction.
Interpersonal skills are also important to the success of internal company teams, and to the effectiveness of a manager (or leader) in the organization. And each of these things is important to the success of the department and the company.
So what are a few things you can look for when interviewing and evaluating a person to join your company? Knowledge of your industry or product is great, but do not forget to look a little deeper.
Things to look for:
• An interviewee that establishes eye contact
• Someone who speaks well and is able to articulate their points clearly
• A person with a team attitude (yes, even in sales…the best of the closers still understand why it is important for the whole team to succeed)
• Someone who wants to go the “extra mile” to make customers happy
• A person who understands that their individual actions impact the success of the whole company
• Someone who wants to have fun at work and enjoy what they do
When searching for the ideal candidate for your position, you may also want to use some type of profiling tool. There are a number of tools on the market that can identify what type of communicator a person is and what their workplace strengths are. These can be useful when you are trying to get a good mix of talent on a team. Be careful however, not to base your decision solely on these types of tests. You may end up turning down a great candidate because they don’t fit the “profile” you were looking for.
Just keep in mind, when you are looking for the “perfect” person to fit well into an already established group, you have to consider the whole package. Does he or she have technical knowledge? Great! Is he or she a good communicator? Even better! Does it feel like hiring him or her would create a win for you and a win for him/her? Well then, you’ve found the right person!
From India, Mumbai
Hi,
Hiring the Right Employee, is always a strenuous job.
There may be instances, where, the HR feels, the Applicant is Talented, and has experience enough, to fit into the Job, the Line Manager, (Especially in Service Providing organizations) may feel the candidate does not suit.
It is always better to hire the person, based on the requirements of the Line Manager, who in fact has to get the work done. In such cases, the HR is only a tool, to identify the right candidate, and the decission lies with the Line Manager.
HR professionals should know about the goal of the organization fully well and the requirement of personnel to achieve the goals.
Subba Rao Bhagavatula.
From India, Hyderabad
Hiring the Right Employee, is always a strenuous job.
There may be instances, where, the HR feels, the Applicant is Talented, and has experience enough, to fit into the Job, the Line Manager, (Especially in Service Providing organizations) may feel the candidate does not suit.
It is always better to hire the person, based on the requirements of the Line Manager, who in fact has to get the work done. In such cases, the HR is only a tool, to identify the right candidate, and the decission lies with the Line Manager.
HR professionals should know about the goal of the organization fully well and the requirement of personnel to achieve the goals.
Subba Rao Bhagavatula.
From India, Hyderabad
Let me go as the replies were posted....
@ Bob...
Thank You.... Makes a lot of sense... However can you enlighten me these points of yours..
"First we need to define talent.
Second we need to measure talent.
Third we need to hire competent applicants who have adequate or better talent.
We call it hiring for talent and the secret is to know how to measure talent.
If we can't measure talent, we can't hire for talent.
Talent is what separates the best performers from the rest.
To all.... Thank You for your help, the world is getting smarter with employees being equally conscious about these interview techniques. Most of our Recruiters are well trained on interview techniques, however what seems to be the trouble is identifying what is fake and what is not. We have tried interview tools like psychometric tests... etc...
As bob rightly suggested the 1/3rd ratio... our new hires seem to be performing in a similar ratio...
My point is fellow members... can we all work together on techniques to increase the ratio so as to have more number employees as desired.. Even a couple of marginal performers is fine...
If we design a structure where in every candidate passes through a series of tests I think this could be possible.
:)
From India, Mumbai
@ Bob...
Thank You.... Makes a lot of sense... However can you enlighten me these points of yours..
"First we need to define talent.
Second we need to measure talent.
Third we need to hire competent applicants who have adequate or better talent.
We call it hiring for talent and the secret is to know how to measure talent.
If we can't measure talent, we can't hire for talent.
Talent is what separates the best performers from the rest.
To all.... Thank You for your help, the world is getting smarter with employees being equally conscious about these interview techniques. Most of our Recruiters are well trained on interview techniques, however what seems to be the trouble is identifying what is fake and what is not. We have tried interview tools like psychometric tests... etc...
As bob rightly suggested the 1/3rd ratio... our new hires seem to be performing in a similar ratio...
My point is fellow members... can we all work together on techniques to increase the ratio so as to have more number employees as desired.. Even a couple of marginal performers is fine...
If we design a structure where in every candidate passes through a series of tests I think this could be possible.
:)
From India, Mumbai
Many times the HR during the interview exaggerates too much about the company, which in real is not so, which the employee realises on joining the company.
This could also be a reason for your problem, and can be minimised on the HR improving.
From India, Pune
This could also be a reason for your problem, and can be minimised on the HR improving.
From India, Pune
Hello Navin:
>My point is fellow members... can we all work together on techniques to increase the ratio so as to have more number employees as desired.. Even a couple of marginal performers is fine...<
When we hire for talent we can limit the number of marginal employees we hire. Sometimes we just can't wait to find a qualified to be hired candidate with an adequate or better talent for the job so we need to hire a marginal candidate now and then.
>If we design a structure where in every candidate passes through a series of tests I think this could be possible.<
Yes, all we need to do is assess the qualified to be hired job finalists for their job related talent. We use a whole person assessment that has 20 scales in three sections as follows.
Bob Gately
From United States, Chelsea
>My point is fellow members... can we all work together on techniques to increase the ratio so as to have more number employees as desired.. Even a couple of marginal performers is fine...<
When we hire for talent we can limit the number of marginal employees we hire. Sometimes we just can't wait to find a qualified to be hired candidate with an adequate or better talent for the job so we need to hire a marginal candidate now and then.
>If we design a structure where in every candidate passes through a series of tests I think this could be possible.<
Yes, all we need to do is assess the qualified to be hired job finalists for their job related talent. We use a whole person assessment that has 20 scales in three sections as follows.
Bob Gately
From United States, Chelsea
Hello Navin:
>That was very helpful Bob....<
Glad I could help.
>Truly Fantastic...<
Thanks, the 50,000 plus employers that use the method agree with you. :D
>Though the process may get lengthier it can pull out desirable candidates...<
The whole person assessment we use takes about an hour of the applicants time on the Internet and the results are immediately available. The Placement and Coaching reports are the first reports to review.
Qualified to be hired job applicants who have at least an 85% job match are preferred and make the best employees.
Bob Gately
From United States, Chelsea
>That was very helpful Bob....<
Glad I could help.
>Truly Fantastic...<
Thanks, the 50,000 plus employers that use the method agree with you. :D
>Though the process may get lengthier it can pull out desirable candidates...<
The whole person assessment we use takes about an hour of the applicants time on the Internet and the results are immediately available. The Placement and Coaching reports are the first reports to review.
Qualified to be hired job applicants who have at least an 85% job match are preferred and make the best employees.
Bob Gately
From United States, Chelsea
Just to Add >>
In the interview you should ask a lot about a persons last job from all perspectives, that will give a lot of insight into a persons ability to do a job.
Also you can ask about the detailed things like >>
- why he left the job
- what was the type of environment
- how were the seniors/collegues
- working conditions
A person will not be able to fake such things, somewhere he will blurt out something which may bring out the real character of a person.
Riyaz
From India, Delhi
In the interview you should ask a lot about a persons last job from all perspectives, that will give a lot of insight into a persons ability to do a job.
Also you can ask about the detailed things like >>
- why he left the job
- what was the type of environment
- how were the seniors/collegues
- working conditions
A person will not be able to fake such things, somewhere he will blurt out something which may bring out the real character of a person.
Riyaz
From India, Delhi
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