I recently came across a list of Top 10 Mistakes Employers Make When Recruiting and Hiring. Even though I've only been on the recruiting end of the electronics industry for six months, I've run across nearly every scenario described in the list! Many of these mistakes challenge conventional wisdom regarding the hiring process. I'll highlight a few here and in future blogs.
Here are two of them:
"Having too many people involved in the interviewing process... and the wrong ones."
I have had companies put candidates through up to eight different interviews. The logic is that there will be more "sets of eyes/ears" screening the candidate. The reality is that hiring managers often are simply spreading the risk of the hire.
"More than a number of studies have shown that hiring is just as successful when one person, the one with the 'pain' (i.e., the direct manager), is the only person involved in the hiring process," according to Tony Beshara, author of the list. "In fact, other studies have shown that once the number of people in the interviewing and hiring process exceeds three, the probability of a bad hire is greater."
In addition to having too many people involved in the process, involving the wrong people often is just as dangerous. It is best to include only people who will be working directly or indirectly with the person and who would potentially benefit (or suffer) from the hire. Interviewers who have no skin in the game are less likely to take the responsibility of the interview/hire seriously.
You might argue that a recruiter lacks the skin. This might be true, except for the guarantee that most recruiters provide with the candidates they recommend. Guarantees, which range from 30 to 90 days, can involve anything from replacing the candidate to, in some cases, giving money back. Additionally, a good recruiter knows its reputation is on the line with each candidate it refers.
"Having an unrealistic idea of what kind of candidates might be available and the money it may take to hire them."
As Beshara points out, everyone would like to hire a rock star, but that doesn't mean one is available or willing to work for your company.
Also, it is unwise to assume the national unemployment rate will make it easy to find the perfect candidate. Unemployment rates for rock stars are significantly lower than the national average! Unemployment rates for those with a four-year degree, rock star or not, are around 4 percent.
The only way to become realistic about what the market might bear is to interview (or have your recruiter interview) enough candidates to know who is available and at what salary. Companies that aren't realistic about the candidates or the salary could have their positions open for a very long time as they wait for the "perfect" candidate to come along.
As much as standardization should be used, I don't think it is realistic. Every company is different. Heck, every person is different. People are subjective, even though they may think they are trying not to be. So there maybe someone that clicks with certain people and not others.
But I guess I can also see how standardization maybe beneficial. Recently I came across a company who initiates the salary negotiating process before they have even decided to extend the offer. That is just a waste of time for both sides.
True, Cannot be interviewed or assessed for all domain knowledge or skill, but definitely given a situation, what is the approach to solve the problem, attitude can be judged.
It will be difficult for all the domains but here we are particularly concentrating on Embedded setting up practical hands on is quiet easier in this regard.
"They can also include some Practical hand on during the interview. this can make it interesting too."
If the hiring company is specialized in hiring people for a specific industry, "pratical hand-ons" during interviews might be possible as there would likely be a specific "setting/local" for that. However, it will be difficult to provide these practical hand-on settings for every kinds of jobs.
@ Saranyatil, I agree with you on that too and that can even review the potential and level on intelligence the person possess that can not be seen on paper
i agree with you saranyantil, it seems much prominence has been placed on certificate, which may not be necessarily bad but people should be allowed to defend their certificate by demonstrating what they can do.
From the "bad interview" file - there's the story about the candidate who was invited to come back in to meet the "second in command." He was asked one or two questions, but then spent a good hour or more listening to what the interviewer had to say about his experience with the company. When all was said and done, the interviewer realized the time and wrapped things up, leaving the candidate wondering what the purpose of this meeting had been all about.
True story, and the point is - let's get some standard procedures in place please. There just isn't enough time available for sloppiness, not when there is standard tech available that can make the difference.
Going through a series of one-on-one's is a different experience than a panel of interviewers. In a group interview individuals interviewing tend to be more passive and let other people do the talking. It's a good opportunity for interviewees who tend to ramble, as long as the interviewee sticks to topics he or she has some mastery of. One on one's are good for the reasons outlined in the article, the responsibility for screening is well-defined. Also the interviewee can ask the same questions and get several different, role-specific answers, which can lead to a more accurate assessment of the company.
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Archived Dialogues
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Euro-Crisis: What It Means for High-Tech Firms Join EBN Editor in Chief Bolaji Ojo and Contributing Editor Jennifer Baljko on Thursday, July 12, at 10:00 a.m. EDT for a Live Chat on high-tech and Europe's economic difficulties.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.
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