Future-Focused Hiring Saves Time and Money
Why is it so important for companies to consider future goals when hiring employees today? Won't some employees move on anyway? Then organizations can hire new people who have skills they need whenever someone leaves.
There are two main reasons that employers should plan for the future when hiring staff. First, when you consider the significant cost of hiring workers, choosing employees who have the best fit for current and future needs has a direct impact on an organization’s bottom line. In addition to advertising and recruiting costs, organizations spend time and money training and getting new hires up to speed. Those costs add up to one of the biggest budget items a leader has to manage. The hiring process is expensive.
The second reason is to minimize disruption within your organization. If you hire the appropriate person, and you spend time up front planning where you are headed, the disruption of a new hire will have a limited impact on productivity. That new hire will become productive more quickly, and you’ll achieve your goals faster. For example, I needed a marketing manager for a particular product. Because I knew we would be revamping that particular product, I didn’t just hire someone who could fill immediate needs. I hired someone who could expand from that role into other areas and skills.
If employers wait until that moment that they need a new skill, it is less likely that special hire will be available.
What interview questions reveal new hires who can grow with the organization?
Hiring managers who use scripted interviews tend to miss opportunities to probe a candidate’s skill level and work style. Instead, I suggest considering a few areas. First, record the current job requirements. Then consider whether there are any major changes coming in that area of the company or in that function. Tailor questions around those criteria and consider who the new hire will interact with.
Next, separate the interview into categories. First, consider leadership ability and the candidate’s strategic and operational capabilities. Probe the candidate’s fit within the organization, as well how they will interact with other functions.
Ask open-ended questions to discover more information about the candidate. Listen for certain words that indicate the candidate fits your needs.
Another technique is to ask candidates to rate their competency in a certain area. Their answers indicate their interest in that skill or function.
Here are a few specific questions that encourage candidates to reveal their fit with your organization:
"Describe a situation in which you came into a role and something changed. How did you handle that?" Listen whether they provide a tactical answer or a long-term vision. Were they flexible during the transition?
"Tell me about your work experience in your last job?" Consider whether the candidate was frustrated with obstacles or was able to handle them with ease. Watch for body language as well as the words they choose.
Finally, never sugarcoat the job. If the position is challenging or requires adapting to change, tell the truth. Watch the candidate’s reaction. The person who isn't rattled by your honesty is probably the best fit for the job.
Article from Workplace HR & Safety