bad apples: what you need to do to avoid those disastrous hires
DESCRIPTION
In this 30 minute presentation, you'll learn five essential questions you must ask yourself before you hire, and how that will improve your overall process, candidate selection and employee retention. Join Kevin Nye as he explores why companies make bad hires, and what key missteps you should avoid.TRANSCRIPT
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Preparing to Recruit:
How to avoid bad apples before you take the first bite!
Copyright 2013 NewHire
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So you hired a new employee…
They look and seem great!
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But after some time…They
turn out to
be more like this.
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Bad Hires Bite.
Key reasons why companies make bad hires:
Do not really know target candidate
Do not know how to find target candidate
Do not know how to identify target candidate
Compensation not aligned with talent/title
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Two Points of Focus
Th
e C
an
did
ate
What m
ake
s this jo
b
attra
ctive to
an
ap
plica
nt – E
mplo
yee
Valu
e P
ropositio
n
Com
pensa
tion
Make
this a
pain
less
pro
cess to
app
ly
Th
e H
iring
Man
ag
er
Sim
ple
, repeata
ble
pro
cess
Make
hirin
g e
asy
for
this p
erso
n
M
ake
a p
ain
less
pro
cess to
sort
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5 Questions You Must Ask Before You Hire
1.
Wh
y d
oes th
e jo
b
exis
t?
2.
Wh
at’s
the
pers
on
goin
g to
d
o?
3.
Wh
at b
eh
avio
rs
are
necessary
to
su
cceed
?
4.
Wh
at
motiv
atio
ns d
oes
the jo
b re
ward
?
5.
Wh
at’s
the rig
ht
com
pen
satio
n?
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1. Why Does the Job Exist?D
efi
ne th
e
sp
ecifi
c g
oal o
f th
is p
ositio
n
New
bu
sin
ess
line/e
xp
an
sio
n
Lig
hte
n
som
eon
e’s
w
ork
load
Rep
lace
ineff
ectiv
e
incu
mb
en
t
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1. Why does the job exist?R
ep
lacin
g v
s.
New
Positio
n
If new
, they’ll b
e
evolv
ing a
s they g
o
beca
use
new
positio
ns
are
n’t e
xactly
as
pre
dicte
d. If re
pla
cing
, w
ill be ju
dged m
ore
vs.
past e
mp
loyees.
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1. Why does the job exist?Th
ink
ab
ou
t the
need
s o
f you
r com
pan
y
an
d
wh
at
this
p
ers
on
w
ill d
o
for
the
bu
sin
ess
“We expected that good-to-great leaders would begin by setting a new vision or strategy. We found instead that they first got the right people on the bus, the wrong people off the bus and the right people in the right seats – and then they figured out where to drive it.”
- Good To Great by Jim Collins.
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2. What are they going to do?
Bulle
ted list o
f daily
activ
ities
Title, b
asic
functio
ns, re
portin
g
rela
tionsh
ips,
resp
onsib
ilities,
auto
nom
y, b
asis fo
r su
ccess/crite
ria fo
r ju
dgm
ent
See: E
lem
ents o
f Eff
ectiv
e Jo
b
Descrip
tion +
Pos.
Pro
f.
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2. What are they going to do?
If the p
ositio
n is o
pen
beca
use
of a
pro
motio
n, u
se th
e
pro
mote
d p
erso
n a
s a re
source
If not, co
nsu
lt with
th
e d
epartm
ents
rela
ted to
the
positio
n
Ex: C
SR
works
with
…
Talk w
ith v
endors,
supplie
rs, custo
mers,
superv
isors, p
eers,
subord
inate
s, etc.
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3. What Behaviors are Necessary to Succeed?
NaturalVS.
Adapted
The DISC Profile, showing respondent’s behavior
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3. What Behaviors are Necessary to Succeed?
Sam
ple
job
beh
avio
rs
Beyon
d ju
st “hard
-w
ork
ing
” an
d “g
oal
orie
nte
d”
Testa
ble
, tan
gib
le,
work
pla
ce-sp
ecifi
c
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4. What motivations does the job reward?
Money is not the only motivator
When the rewards of the job match the motivations
of the employee, happiness ensues
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4. What motivations does the job reward?
Theoretical Utilitarian Social
Individualistic/Political Traditional/Regulatory Aesthetic
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4. What Motivations does the job reward?
Same assessment as necessary-behaviors
Can be given to applicants
Conversation-piece in interview
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5. What’s the right Compensation?
Kn
ow
you
r limit a
nd
stick to
it
Use
a b
road
sala
ry
ran
ge
Off
er m
ore
than
just $
Con
sult th
e
inte
rnet/se
arch
for
simila
r job
s in sim
ilar
are
as
Sta
rt a d
ialo
gu
e w
ith
pote
ntia
l em
plo
yee, if
nece
ssary
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Conclusion
Know why the job exists and be able to create an EVP
Understand the day-to-day activities of the position you need to fill
“If the job could talk…” Seek to understand which behaviors and motivations will lead to on-the-job success
Use a validated assessment tool and the resulting benchmark to help attract the right candidates and get more out of your interviews
Broad range for salary and focus on possible auxiliary perks
