Online video interviewing from Hire-Intelligence

Retain your recession Hires!

Keep ‘em Happy!

In February 4.8 million people lost their jobs. However, 4.3 million people secured new ones. Despite the recent recession, companies are still hiring. Because so many are looking for work, hiring managers discover that finding candidates is easy. Having an ample pool of candidates from which to choose does have a drawback though. Howard Glickberg, the principal owner of Fairway Market in Manhattan, brought up an interesting point in an article I read recently: “What you have to be afraid of is hiring someone who can’t find something better at the time, and when they find something better they leave you.” (See http://www.nytimes.com/2009/05/06/business/economy/06hire.html?_r=1&emc=eta1)

This statement is true all the time but holds greater concern when more candidates will settle for a less desirable position they are likely to abandon. How do you hold on to employees who are just settling until greener pastures open up elsewhere?

As a search consultant I’ve learned this basic truth: Happy employees stay longer!

The question is how do companies ensure their candidates will be happy?

The answer is actually pretty simple. Hire employees who will be a cultural fit with your managers! Hire employees who will exist in harmony with their colleagues! Often hiring managers mistakenly hire based solely on the skills presented in the candidate’s resume.

I recently worked with a manufacturing company who struggled with underperforming and unhappy employees. I behaviorally assessed all the employees, both top and bottom performers, across different shifts.

I discovered that the under-performing employees’ personalities were vastly different than the top performers. I also discovered that the under-performing employees could easily be moved to a shift and a manager that better suited their behaviors.

For example, I discovered that very outgoing and sociable employees did not work well in night shifts when fewer colleagues were present. Their personality didn’t suit it. The very self-sufficient, independent, quiet employees, those who didn’t require social interaction, however thrived on this shift. Shifting the more extroverted candidates to managers and shifts that better matched their personality solved the problem.

My fees are contingent upon the candidate remaining at an organization for a set length of time. Obviously then I want my candidates to be a good cultural fit or else I don’t get paid! Utilizing behavioral assessments to ensure my candidates match well with the company culture, greatly improved my retention rating.

About The Author

Justin Dalton

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