Developing Hiring Standards For Better Hires

DEVELOPING HIRING STANDARDS FOR BETTER HIRES William E. Miller, Performance Leadership, LLC In my own former life as a field manager and executive I would find myself dealing with flower locations that needed help. Maybe they were missing their sales and development goals. These were lacking their revenue and quality goals Maybe.

Some were missing everything. No two situations were the same exactly. But they all had two things in common… poor employee relationships and poor hiring and staffing decisions. When these mixed, the locations were always characterized by high employee turnover. I learned very quickly that if we solved the hiring problems and improved employee relations, we always cut employee turnover in half nearly.

Cutting employee turnover has an immediate impact on operating costs. Expensive worker substitution costs are drastically reduced. Costly mistakes made by new employees disappear nearly. Lowering employee turnover allows managers to invest more time dealing with customers and coaching employees instead of recruiting and interviewing. Quality boosts which reduces service costs and makes for happy customers. What I didn’t know at the time, because of our accounting methods, was the impact that lower worker turnover was having on health care benefit costs and other operating problems related to medical issues – like presenteeism and absenteeism. Leaders have the responsibility to build up peak executing, “being successful” teams.

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Whether we are running a small business or a section with a few employees – – or a large procedure with hundreds – – the duty of developing people and improving performance is the same. Great leaders make good hiring and staffing decisions. They regularly select the right people for the right job. Who we hire has more regarding the ultimate outcome of performance than anything else we do as leaders.

More than anything else, our hiring methods and personal hiring skills impact our team’s success…or failure. A poor hiring process boosts employee turnover, which is death to any initiative to improve productivity. Bad hires don’t last – – they are or leave asked to leave. They leave when they realize they don’t like the job Sometimes, the company, or the social people. In these cases, the new hire “fires” the company.

They’re asked to leave when they can’t learn, won’t learn, commit some violation, or show some character flaw. The company fires them Then. Under weak management non-performers linger on to become “deadwood”. In any case, these were miscast, and create for failure right from the start. Whose problem was that?

In most cases the company. The organization may not are suffering from a hiring process — or the people using the procedure didn’t do their job. In the ultimate analysis, a recently available hire has gone out of work and going right through the stress and stress of job change, because of your mistake! ATTRIBUTES OF COMPANIES THAT HIRE WELL A long time ago I was asked to construct a typical hiring process and an exercise program to teach our managers how to use it.

This was a major project and ultimately contributed to one of the paradigms enabling the corporation’s dramatic growth at the time. We all understood the issues created by poor hiring. If we were going to perform our ambitions, hiring well had to become one of our basic corporate competencies. By using the C.E.O., I was afforded the chance to visit several companies noted for their excellent management teams to learn about their hiring and development processes. I returned from each trip with fresh ideas about how to hire effectively and systematically. I learned all about hiring processes, employing tools, honed interviewing skills carefully, plus much more.