Perfecting your hiring process is pointless. Do this instead

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If we can’t hire well, let’s fire well. There are good and bad ways to let people go. The approved HR way is quick and fast, brutal and unpleasant. When you have to let people go, it’s often because everyone made mistakes. So make the process humane and dignified. Acknowledge error on both sides and make it your goal to leave all parties with respect for one another.

Introduce longer trial periods. The hiring manager and the new hire both need time to get to know one another. Build that time into the agreement so that both can call it off if the fit isn’t great. This freedom has to pertain on both sides so that no one feels terrified or exploited - just free to do their best and tell the truth.

Use a wide range of interviewers - separately. Interviewing in a group is almost guaranteed to generate groupthink and to exacerbate bias. Instead, let the candidates meet a range of people in the business and pool impressions only at the end.

Make time for team building. Most companies - especially small ones - make new hires, set them to work and expect the rest to just work out - somehow. But in busy offices, this typically means there’s little get-to-know-you time which means there’s no opportunity to learn together or to build trust. Create that time and remind everyone that in successful teams, everyone has to deliver - or no one does.

Will this make hiring fool-proof? Of course not. There is probably a connection between the fact that we are bad at hiring, and that leaders worry more about people than any other issue. Instead of looking for the holy grail, we’d do better to devise strong safety nets.

Source: navigossearch.com ; Inc.com ; Linkedin.com ; forbes.com; Tlnt.com