Hiring the right professional is often hard work. After all, far beyond analyzing the technical knowledge and behavioral profile of candidates, there are many other factors that weigh as much as in this choice 'DO which, when not properly understood and analyzed, can lead to a series of damages and high costs generated through a wrong hiring.
A good recruitment and selection process is usually based on the good balance between technical knowledge, behavioral profile and cultural fit. This tripod is what sustains the success of this choice, while the inattention or lack of any of these pillars can disrupt and compromise the assertiveness of the coming of a new talent for the business.
Too much attention to the first two items is usually one of the main mistakes made in this regard. After all, far beyond having technical expertise in the field, a good hiring needs to take into account the synergy of the candidate with the culture, mission and values of the company gap of these aspects between the parties, certainly, it will generate a frustration on all sides and, inevitably, a detachment of this professional soon.
Other misconceptions that are also frequent and that can aggravate the risk of a wrong hiring include not checking professional references, which is fundamental to ensure that everything written in the curriculum is reliable and compatible with their efforts in the occupation; and the lack of involvement of other company members in this process, since the contribution of key positions such as leadership, HR and other members who will work together with the newcomer brings a range of views on each candidate and different perceptions that favor a better understanding and decision about who to hire.
The rush to finish this process also usually disrupts a good choice, with a high chance that those responsible for this process will end up “forcing” the alignment between the company's expectations and the candidates and thus preventing them from having the proper care and patience before hitting the hammer.
Financially, according to a study published in SimplyBenefits, replacing an employee can cost between 30% and 400% of the annual salary of this position. However, it is important to note that these damages are not limited to the financial aspect, since a bad hiring also generates energy and time losses of what was invested by those responsible for this process in this adaptation curve, which aggravates, consequently, the frustration and lack of hope in restarting the selection process.
There will be no shortage of indications that indicate a possible wrong hiring. After all, in addition to this lack of fit and success in their adaptation, managers may notice an inability of this professional to achieve the expected objectives in their duties and deliver the due results, along with the lack of credibility and authority acquired in their post and also an excess of energy in the attempt to allocate in the business routine, in a process that should occur more naturally and effectively.
As much as a wrong hiring can be “revertida” with a consequent dismissal, the ideal is that this risk is reduced, to the maximum, through a set of attitudes and care that help those responsible for this process to have the greatest possible assertiveness in this choice.
One of the most important points to be valued, right at the beginning, is to have the maximum science of company values and synergy ¡or not ̄ WITH the values of the candidates. This is not only transmitted with what is formalized in the corporate institutional, but in how it is reflected in the day to day of all members who work on the site.
This clarity needs to meet what is expected of this talent in their functions and if, in fact, it is able to meet these goals. This alignment with the deliverables, results and metrics will bring greater security in determining who will be able to meet the expected. Another point that can bring greater security in hiring is the application of behavioral profile tests and/or assessments that map and bring greater depth to each candidate.
In this journey, having a specialized consulting in executive recruitment is a wise decision. After all, it will have experienced headhunters and experts in their respective knowledge disciplines who will lead the recruitment process, ensuring that the previously spoken pillars (technical, behavioral and cultural fit) are as aligned as possible, so that the company and the executive the professional have the best possible fit.
These professionals will apply an in-depth reading about the reality and pains of the business, and how the best solutions according to their objectives can be transcribed in the ideal profile of a candidate. This, always counting on an extensive checking of references and complete interviews that bring the greatest possible clarity before this compatibility.
Performing a wrong hiring brings a lot of damage to all involved. As much as it is a situation that every company may be susceptible to go through, the above mentioned care is of extreme help to minimize these chances, contributing to the people responsible for the selection process have maximum security in whom to choose and how to conduct their adaptation so that everyone is satisfied and, together, join efforts in favor of growth and corporate prominence.
