Bad Hiring – What Exactly Went Wrong

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Bad Hiring – What Exactly Went Wrong

By Jabrielle Vincee Delfin
Marketing Associate, Profiles Asia Pacific

I know of an employee who we all thought would make a great sales person. He has the charisma, the intelligence and the personality. He started out great on the phone, could source new clients and set up meetings. He could’ve stayed longer on the job, but he didn’t. He wasn’t a ‘fit’. The job he truly wanted, his ‘dream’ job, was in something else, not selling. He was willing and able to sell, but he’d rather not do it. We had a bad hire, and a problem. Poor job fit is the very reason most people fail at a job.

Companies use up so much time and resources making sure they’re hiring the right talents, but most totally fail when it comes to organization and job fit. I wouldn’t blame them, organizational fit is not so easy to determine.  You can make your own assessment; do basic interviewing, etc. But you’re almost always going to miss the target.

Peter Druckker said that “chances are good that up to 66% of your company’s hiring decisions will prove to be mistakes in the first 12 months.” And these mistakes were not made on purpose, it happened because there wasn’t enough information, and the time wasn’t enough, and the process of evaluation wasn’t there, to obtain it. The information we’re looking for is ‘Job fit’. According to the Harvard Business Review, the “job matching” approach more accurately predicts job success than any of the commonly accepted factors such as education, experience or job training.

Have you ever stated ‘pPoor Job Fit’ as a reason for termination on your exit interview forms?  My guess is never.  Every time we think of using “Poor Job Fit” as a reason, we don’t. Because what that means is we don’t do our jobs well. And the ugly truth is – poor job fit is probably the reason for most employee terminations.  The skills you wanted are there, but the job you have doesn’t use or need most of those skills.  The job you have doesn’t meet the expectation set by the candidate, and the job you have isn’t really the job the candidate wants.

Most companies do not have assessments that measure job fit, but job fit is the key to retention – not skills.  Skills are trainable, but behaviour isn’t. You can’t train a person to want to do the job that he doesn’t want to do, or is not interested in doing. Like the sales person I know, although with great skills, he didn’t want to be a sales person so he turned out to be a terrible one. With the “job matching” approach, recruiters can determine if the person they are hiring wants to do the job that they’re asked to do, or simply put, if they have the ‘Job fit’.

So if you want to avoid bad hires and the cost that comes with it, make sure you incorporate job matching assessments into your recruitment process. Cause if you’re unable to determine job fit, it’s either you will always be terminating employees, or they will eventually be resigning.


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