【中文版在后面】
Bad Hires Can Be Harmful to Your Reputation
Hiring decisions are among the most important decisions you will make as a manager. Staff that you hire not only contribute to daily operations but can also influence the culture, direction, reputation, and profitability of the organization.
In fact, a single bad hiring decision—especially at a senior level— can send ripples throughout an organization affecting employee morale, financial stability, and overall performance.
To add to the risks for you, most hiring decisions are highly visible. Your bosses and peers assess you in part by the quality of the people who work for you. Arguably the success of the people you hire will determine how successful you are as a manager.
And let’s not overlook the costs of a bad hiring decision.
The costs associated with severance, recruiting and onboarding a new person, and lost opportunities while the position may remain vacant can be significant.
I think we can all agree that hiring is far more than just an administrative task.
While hiring mistakes can never be completely avoided, there are errors that occur repeatedly. Here are the ones I see happen most often.
Conducting the interview process without clearly defining the job duties and the requirements needed to succeed in the job. Isn’t it obvious that if you do not know what you are looking for, the risk of hiring the wrong person is high? A well-written job description will identify duties and responsibilities, reporting relationships, academic or professional qualifications, technical skills and personal qualities needed in the job. It will also allow you to prepare interview questions in advance that you will ask of all candidates.
Judging candidates quickly. We all tend to form impressions quickly, but the reality is that you should seek out both positive and negative information and wait until you have completed the interview before making a decision.
Accepting resume information at face value. Unfortunately, some candidates will misrepresent or embellish the details on their resumes. Before making a job offer, you should verify all employment details, including positions held and dates of employment, as well as all educational details.
Rushing to hire. With labour shortages, it can be very tempting to hire the first person who comes along and meets the requirements. But jumping too quickly can be a trap. Getting the right person for the job will more than make up for any inconveniences your team suffers in the short term. Take the time you need to hire properly.
Making the hiring decision based only on the interview. No question the interview is the most important part of the hiring process. However, it does fail to consider valuable information gathered from other sources. Thorough reference checks, completion of personality assessment tests, and role-playing, all provide complementary evidence that will validate (or refute) the impression you have from the face-to-face interview.
【中文版】
糟糕的雇佣会损害你的声誉
招聘决定是你作为管理者要做的最重要的决定之一。你雇佣的员工不仅对公司的日常运作有贡献，而且还能影响公司的文化、方向、声誉和盈利能力。
事实上，一个错误的招聘决定——尤其是高层——就会在整个组织中产生涟漪效应，影响员工的士气、财务稳定性和整体绩效。
给你增加风险的是，大多数招聘决定都是显而易见的。你的老板和同事在一定程度上通过为你工作的人的素质来评估你。可以说，你雇佣的员工的成功将决定你作为一名管理者的成功程度。
我们也不要忽视一个糟糕的招聘决定所带来的代价。
与离职、招聘和新员工入职以及职位空缺期间失去的机会相关的成本可能是巨大的。
我想我们都同意招聘不仅仅是一项行政工作。
虽然招聘错误不可能完全避免，但有些错误是反复发生的。以下是我看到的最常见的情况。
在没有明确定义工作职责和成功完成工作所需要求的情况下进行面试。很明显，如果你不知道自己要找什么样的人，雇佣错误的人的风险是很高的。一份写得好的职位描述会明确职责、报告关系、学术或专业资格、技术技能和工作所需的个人素质。这也可以让你提前准备面试问题，你会问所有的候选人。
快速判断候选人。我们都倾向于快速形成印象，但现实是，你应该寻找积极和消极的信息，并等到你完成面试后再做决定。
只看简历的表面价值。不幸的是，有些求职者会歪曲或美化简历中的细节。在接受工作之前，你应该核实所有的工作细节，包括所担任的职位和工作日期，以及所有的教育背景。
急于招聘。在劳动力短缺的情况下，雇佣第一个符合要求的人是非常诱人的。但跳得太快可能是一个陷阱。找到合适的人选将远远弥补你的团队在短期内遭受的任何不便。花点时间适当地雇用员工。
只根据面试做出雇佣决定。毫无疑问，面试是招聘过程中最重要的部分。然而，它确实没有考虑到从其他来源收集的有价值的信息。彻底的背景调查，完成性格评估测试，以及角色扮演，所有这些都提供了补充证据，将证实(或反驳)你从面对面的面试中得到的印象。
