Even if you are not among the 10 Best Companies to Work For, any business with a job opening is deluged with resumes, even when it's an entry-level or part-time position. Today's economic conditions guarantee a 100-to-1 ratio for most positions, and for some, 400-plus-to-1.
While in some ways it is a buyer's market, the sheer number of options makes finding the right employee more challenging. Finding the right hire can feel like luck rather than strategic selection when there are so many applicants. So what is an employer to do? Sometimes the best way to pick someone is to look at how you hired well, and poorly, in the past.
Review Recent Hires
To start, take a recent snapshot: Who has come on board in the past six to12 months? Of those, who have hit performance goals and seamlessly become part of the culture? Don't rely on your memory; the best fit will actually be a little hard to remember because it will seem like they have been with you for much longer. Review the files to pinpoint the person fitting this description.
At the same time make note of who has worked out okay-not great, but not bad. Finally, make note of the hires that were dismissed or left the company within this same timeframe. You will need a pile of all three to make meaningful comparisons.
The Best Fit
Let's call that best fit employee Jewel. Review when and where you came across Jewel. How did she learn about your position? How did you learn about her? What did people notice about her? Are there notes in the file pointing out her infectious laughter and ease in making conversation? Was there a sticky note on her application that said, Call back ASAP? Maybe what you notice is that there wasn't any obvious signal that would have predicted her success.
Whatever the case, you have information that might help pare down your application pile. Who else has recently presented to you in a similar manner? There is a chance they may have some of Jewel's qualities.
Good, But Not Great
Let us call the recent hire that fits fine, but not great, Jane. She has worked out well, but has not stood out. Again, how did she first come in contact with the company? What is different about the way she encountered you compared to Jewel? If there is no difference, that is okay, but what you are doing is training your eye to detect what selection factors influenced recent hiring decisions.
Review what Jewel and Jane have in common in their preparation, past experience, and skill if there is any comparison in the positions they were hired for. This will provide some clues into the type your company tends to hire. And you might see a pattern distinguishing the good from the great.
The Miss
Now examine Jake, the hire that was a miss. He seemed great and had the right skills, but once he got going it was clear things weren't lining up right. Or maybe he didn't fail, but he quit.
How did he first connect with your business? What were the impressions formed for him at the time? Pay attention to the positives and the negatives here. The positives will give you insight into the qualities that you seek or are drawn to (e.g., familiarity, went to your alma mater) but these may be throwing you off when it comes to selecting the best talent. Compare Jake to Jewel and Jane? What stands out as a warning signs for Jake? Can you see that same signal in Jewel's or Jane's materials?
During this process pay close attention to whether you may be basing selection decisions on demographics rather than talent and attitude. Wanting youthful energy might be leading you to favor younger applicants, and while unintentional, the Department of Labor won't care too much when they file complaints from older applicants not given an opportunity. Pay attention to your type and consider whether any of your selection factors may be unintentionally (and possibly illegally) disadvantaging a group of applicants.
You can now build a road map of the qualities with the highest likelihood for success within your organization. Doing this process every two years will keep you fresh and highlight ways your organizational culture is developing. Making the best selections is about knowing what works and paying attention to your organization's developmental trajectory.
Loretta L.C. Brady, Ph.D., is an associate professor of psychology at Saint Anselm College in Manchester and is the founder of BDS Insight, a coaching and organizational development consultancy. Follow her on twitter @bdsinsight or visit www.bdsinsight.com. She can be reached at loretta@bdsinsight.com and at 603-854-0227.
Current Issue - May 2024