If you've ever been in a position to hire new employees either at the Human Resources level or as a Manager, no doubt you have had numerous regrets as to certain personnel you've hired in the past as well as the good ones that got away. Don't beat up on yourself too badly - this is something that all of us have done at one time or another.
The following content is a list of the 7 biggest mistakes that human resources and management are the most guilty of. Use these tips to help you avoid making the same mistakes again.
Mistake #1 - Being vague about the employee's job description and their role in the company - this is especially true when it comes to sales positions. Since sales roles always differ from one company to the next, it is imperative that you explain the job description and the responsibilities that come with it. Trying to hire sales people without affording them a clear and concise description of the job is like the director of a movie conducting auditions without knowing what the film is about.
Granted, this mistake sounds almost trivial, and common sense dictates that you be as thorough as possible when explaining the responsibilities of the position. However, you would be amazed at the amount of human resource and management personnel who continually commit this foul during the interviewing and hiring processes.
Mistake #2 - Beware of the double-edged sword - PERSONALITY TRAITS! A lot of personnel responsible for the hiring process of companies oftentimes overlook the fact that where personalities are concerned, the strengths and weaknesses involved are a double-edged sword. When individuals are interviewing candidates for a sales position, their description of the ideal candidate's attributes are usually unrealistic and the qualities they are seeking in that individual just don't exist in any single person.
You need to be conscious of conflicting criteria or issues as well as all the positive traits. In other words, try to think about the "flip side" of the trait. This enables you to understand the "down-side" of that trait. Managers have the tendency to make a shopping list of desirable traits that they want that candidate to have. And just like with your grocery list, this shopping list continues to grow to the point of being totally unrealistic.
Mistake #3 - Confusing the candidates "sociability" with "assertiveness" - what we perceive as an assertive person oftentimes results due to how outgoing and sociable the candidate is. It's true that an outgoing personality oftentimes will equate to assertiveness, but in most situations, this is not the case. Remember that interviewees always try to put on their best faces in order to get hired
Individuals who are very outgoing and sociable have you in their arena if you aren't careful. They are very astute at knowing how to do three things:
Knowing exactly what to sayKnowing exactly when to say itKnowing exactly what you want to hear
Learn how to differentiate between assertiveness and sociability.
Mistake #4 - Too much emphasis and weight are placed on the interview itself - if you look at the interviewing process as a valuable tool to help you find the right candidate for the job - nothing more. It is just human nature and very common for an interviewer to place an unrealistic emphasis on the impressions gained during the interview process
Remember that an introvert is definitely out of there comfort circle when being "on stage" and they may not come across very well. Sometimes the quietest of candidates tend to be monsters on a sales floor or out on the road signing clients and making sales. They are the proverbial "diamonds-in-the-rough". What's critical here is that you learn to look beyond the interview and realize a person's capabilities.
Mistake #5 Not trying to see things from where the candidate is sitting - having been involved in management for over 25 years, I can honestly tell you that for some of us, this is borderline impossible. It's never easy to wear someone else's shoes and this is definitely the case here when you take into consideration the amount of fortitude that is required to in order to think like the job candidate.
Here's an example to illustrate my point. Let's just say that you are hiring a candidate whose compensation will be largely commission-based, and that there is a good possibility that this individual will barely make ends meet the first few months on the job. Now ask yourself if you would be willing to do the same thing. Be aware though that being over qualified can be equally detrimental. Remember that you can't fit a square peg in a round hole.
Mistake #6 - Lack of consistency with questions you ask candidates - weighing the strengths and weaknesses of candidates is a real challenge. Additionally, comparing one candidate to another is just like comparing apples to oranges - you can't make a valid comparison.
Inevitably, what it comes down to is the fact that you will make one crucial mistake after another when you are appraising a candidate's qualities as well as trying to decide whether or not they are the right "fit" for the job in question. This is one area where practicing tunnel vision instead of global vision is recommended. Treat every applicant as if they were the same person. Ask the same questions.
Mistake #7 - Most importantly, know when to shut up!
You will learn far more about that applicant by listening to what they are telling you (or how they respond to your questions) then if you are doing all the talking. Remember that there is a huge difference between hearing what they say versus truly listening to them. Here's a tip. Involve that candidate in role-play situations.
Even though I always hated being subjected to this, the bottom line is this. Are they a salesperson or not? Pull you're pen out of your pocket, lay it in the middle table between you and the candidate, then instruct them to convince you why this is a pen that you should buy, that you can't live without it.
Here's something to chew on. Regarding Step #6 above - I have always endeavored to find 5 or 6 questions to ask each candidate in order to develop a rating system that I can refer to later on when I have the final batch of candidates on the table. It tends to simplify the hiring process a little, and you'll make better decisions when it comes to choosing the right person for the job.