أنشئ حسابًا أو سجّل الدخول للانضمام إلى مجتمعك المهني.
In today’s world, it may seem easy to find the right person for a job. But in some cases, it is a lot harder than we think. While today companies have more tools and social networks to do research and due diligence during the hiring process, businesses also receive hundreds of resumes for nearly every position. So, weeding through the resumes is tough and tedious.
“Great! I found the perfect candidate,” you might think after choosing one of the many individuals. “The candidate has the needed technology background and years of experience, and the person is professional, can speak to clients, and knows the industry. Score! I will even pay more.”
However, things can change a few months later. First impressions are not always accurate. “Oops!” you realize. “I messed up.”
When this occurs, how long do you wait to cut the bait? Most of the time, you will know in the first few months when an employee will not work out. In this instance, cut the bait right away. The damage that can occur when keeping an unsuitable person for too long can handicap your company for months and jeopardize your brand and reputation.
So, how can you tell in the first few months if you have made a hiring mistake? Here are ten signs:
1. When you see your company’s entire culture changes following the arrival of one person. You may see cliques form and office gossip increase. Many businesses consciously focus on creating a specific type of culture, and one bad fit can spoil years of hard work. As Jacquelyn Smith writes at Forbes, cliques can cause people to pretend not to like or make fun of someone outside of “the group.” If a new hire attempts, consciously or not, to change the culture by forming cliques, that is a bad sign.
2. When the person starts trying to get “fans” rather than form professional relationships with colleagues. You have a problem when new employees start to get people “in their corners” instead of developing professional relationships with everyone with whom they work. Of course, this is difficult because we are all humans and not robots, but new hires should treat everyone with the same level of professionalism and respect and recognize that everyone is working together.
3. When the person you hire chooses what he/she should work on and outright says no to supervisors. Many times I believe that when you manage a team or a person, you manage to their strengths in order to get the best out of them. In some cases, however, managing them is simply too time consuming.
3. When a recent hire talks about working to get his or her friends at the old company out of their jobs. Often if an employee does not like the last place they are at, they will help their friends get out as well. That kind of behavior is a risk because it will happen to your firm when they leave you.
4. When you bring on a new manager, and then his or her subordinates start to leave.According to Jean-Francois Manzoni and Jean-Louis Barsoux in MIT’s Sloan Management Review, employees subconsciously evaluate new bosses in five days, and those thoughts and feelings set the tone for the entire future relationship. If subordinates start to leave after this time, then it is clear that even they think the new manager is not going to work out – and they do not want to be there when things break down. Which they will.
5. When the person’s specified business quotas and KPIs are never met. Obviously, most people will need some degree of training. Your company might do things differently than the employee’s last one. The entry-level position might be filled by a new college graduate with no experience at all. However, the learning curve should be complete after a few months. If the person does not deliver after that time, then they may be treating their job as just a job. Find people that want to help grow your company.
6. When you realize that a new senior executive was really better suited to have been a mid-level manager. Google has made it easier to bullshit people. Nearly anyone can read enough Wikipedia pages on any topic to pass a general first interview. The best bullshitters, for example, can exaggerate their past work and results to the point where they can seem suited to a higher position when, in fact, they would be better suited to a different role. If you realize that a new hire was “putting on an act,” it is important to deal with the person immediately.
7. When you do not want to go to your own office, and the Starbucks down the street becomes your new workplace. Business owners and senior executives should not fear their own offices. In the end, everything that occurs in the office is their responsibility – and they should never hide from problems that will only fester and grow in the future. If a new hire is the reason that you are avoiding the office, then you cannot do your job effectively. It is best to cut him or her loose.
8. When you, the CEO, cannot sleep at night because you are thinking about the employee and his or her work. Business owners and senior executives also need to sleep. Despite the many startup and other business founders who wear claims of lack of sleep as badges of pride, a sleep deficit will hurt most people and companies in the long term. If a business owner is losing sleep over stress that is unnecessarily caused by a particular person, then the business will only suffer in the end. That person should be cut loose.
9. When the level of success decreases, and the new hire with the responsibility blames everything on other people. Of course, it is natural for all people to have ups and downs. But when a person’s performance declines, it is important to have a meeting to determine the reason. If the new staffer is honest and says that he or she is distracted by personal problems, or that a needed contact at another company is on vacation, or some other logical reason, then that is a good sign. But if the person unfairly assigns all of the blame to co-workers, that is a bad sign.
10. When the new senior manager parties outside with their junior staff. Sure, there are appropriate times to be social outside of the office. A team may want to celebrate a big success. A boss might want to reward the staffers after a stressful week. But what theseappropriate times have in common is that they are still oriented towards work, and the manager is still the boss. If a boss and his or her team go out, get drunk, and act as peers, then that will eventually get in the way back at the office. Friendships start to form that can get in the way of responsible management. What if the boss needs to layoff one of the team members and must decide who it will be? The objective issue will be clouded by the friendships. Besides, most staffers do not really want to socialize with their bosses anyway.
When any of these situations occur, it is not bad to admit that you made a bad hire. Everyone does. But it is bad too leave the person lingering for too long. After all, one of the biggest wastes and overhead costs for a company is the hiring and firing of employees. As John Brandon and Jorgen Sundberg note, one bad hire can cost you many hundreds of thousands of dollars.
In today’s world, it may seem easy to find the right person for a job. But in some cases, it is a lot harder than we think. While today companies have more tools and social networks to do research and due diligence during the hiring process, businesses also receive hundreds of resumes for nearly every position. So, weeding through the resumes is tough and tedious.
“Great! I found the perfect candidate,” you might think after choosing one of the many individuals. “The candidate has the needed technology background and years of experience, and the person is professional, can speak to clients, and knows the industry. Score! I will even pay more.”
However, things can change a few months later. First impressions are not always accurate. “Oops!” you realize. “I messed up.”
When this occurs, how long do you wait to cut the bait? Most of the time, you will know in the first few months when an employee will not work out. In this instance, cut the bait right away. The damage that can occur when keeping an unsuitable person for too long can handicap your company for months and jeopardize your brand and reputation.
So, how can you tell in the first few months if you have made a hiring mistake? Here are ten signs:
1. When you see your company’s entire culture changes following the arrival of one person.
2. When the person starts trying to get “fans” rather than form professional relationships with colleagues.
3. When the person you hire chooses what he/she should work on and outright says no to supervisors.
3. When a recent hire talks about working to get his or her friends at the old company out of their jobs.
4. When you bring on a new manager, and then his or her subordinates start to leave.
5. When the person’s specified business quotas and KPIs are never met.
6. When you realize that a new senior executive was really better suited to have been a mid-level manager.
7. When you do not want to go to your own office, and the Starbucks down the street becomes your new workplace.
8. When you, the CEO, cannot sleep at night because you are thinking about the employee and his or her work.
9. When the level of success decreases, and the new hire with the responsibility blames everything on other people.
10. When the new senior manager parties outside with their junior staff.
Declaring or telling yourself the wrong person has been employed must have proof of incapability, however if there are traits of improvement he/she can be trained to serve properly using the possibilities of a good you saw on the day of the interview before he/she was hired. If there is no possibility then the services of the said staff can be terminated. In any case, the employing body or company should be more careful in recruiting because hiring an incapable staff is their fault.
Create a problem whenever right people is not right place. If the organization recruits a candidate who is not fit for the position that would bring painful result for the organization. If it is happening, if I am a authority position, I will terminate him as HR policy & procedure.
hmmmm,i will make him or her friend outside the office an i will talk about good people and go to good company or frind and will change his mentality naturally
Actually in my opinion there is nothing called hiring the wrong person. As discussed before, a candidate will pass through different phase before being hired. In worst case scenario the manager can sit down with the employee and carry a simple discussion and if necessary carry a test to figure out where is the obstacle: is it in the looks, the character, the education, the manners...But nowadays with the large competition in the job market, companies don't think twice. Maximum they can give him/her one more chance to fix things and if not there are thousands of resumes waiting.
Give him Training
You can turn wrong into right.
In this case, rather than dismissing the individual wrongly chosen it would be better to provide the training and development opportunities.
Training can be done in different ways so any of those ways can be adopted and the concerned individual can be trained in terms of the accurate skills required for the customer service department.
This would reduce extra cost for the organization to search for a substitute employee.
First: Counsel the person in a professional, non-judgmental way. Show the right, correct or appropirate way to do the job,
Second: Provide proper training and test if the person is ready.
Third: Give 3 warning and fire the person.
Fourth: Hire right person for the job and repeat step First and Second at the begining.
