According to a Michigan State University Study...
It should come as no surprise that people who love their jobs perform at a higher level, and stay with their employer longer than those who don't enjoy their jobs. Certainly any manager would love to hire an individual that he or she knew was going to enjoy her job.
With an ever tightening labor pool, many organization are turning to employment agencies and recruiters to help identify qualified job candidates. However many organizations are unaware that these recruiters and employment agencies are also contracted by their competition to find candidates for the same of similar positions. This of course causes an obvious ethical dilemma, however there are some things that your organization can do if it is facing such a dilemma.
When hiring new employees or promoting existing team members, it is essential that managers understand what it takes to be successful in that position. By evaluating the behaviors, values, and talents that are possessed by successful team members in that position, a manager can determine what type of candidate to hire for that position. This process is described as Job Position Benchmarking and using this technique can greatly increase the likelihood of hiring a success team member.
Organizational turnover in the workplace has risen to epidemic proportions as have its associated costs. These costs include the hard, tangible costs such as severance pay, recruitment costs, orientation costs, time spent reviewing resumes and conducting interviews, as well as pre employment drug screening to name a few. Other major costs of employee turnover are more difficult to quantify but still have an impact on an organization's bottom line. These costs include reduced employee morale and productivity for starters.
Not everyone is cut out to provide superior customer service. The problem is that during the hiring and interview process candidates can do a pretty darn good job of convincing you otherwise. Sadly it usually takes a couple of months for an organization to figure out they hired the wrong candidate. The reason for this: traditional hiring techniques only provide a 14% likelihood of selecting the right candidate. Luckily there are tools available to increase this likelihood to 75%
The hiring process in today's business environment has become a gamble at best. Far too frequently the candidate hired looked the part to a "T" but when it came down to getting the job done fell far short of expectations. We refer to this as "all hat and no cattle." Thankfully there are tools available to help eliminate the "all hat and no cattle" phenomena from catching fire in your organization.
Imagine being an employer of such high repute that your organization receives over one million job applications each year. How would you handle this seemingly endless flow of interested job seekers? For Google this is the very situation that it currently faces. Google has adopted a hiring strategy that is quickly catching on with organizations of all sizes: Job matching. Job matching is based on a job benchmark which identifies the behaviors, values, and skills possessed by the "ideal" candidate.
For small business there is little room for error when it comes to hiring and retaining great employees. Small businesses simply cannot afford to hire unproductive, unfit team members. Although the stakes are high, the hiring process offers a wealth of opportunity for small businesses to compete with large corporations. Find out how small business can level the playing field through effective employee selection.
While a recession or economic downturn can be a trying time for any organization, it also presents an excellent opportunity to strategically acquire fresh talent to get on your organization's bus. This article provides four tips for improving your hiring systems during a recession.
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