Not having a clear idea of what they are looking for.
It's nearly impossible to get the right candidate for a position when the hiring authority isn't clear on what he wants (what duties, skills, and competencies are needed). Job descriptions are frequently too generic, and oftentimes outdated. I had an electronics manufacturer actually submit a Sales Manager job description dated 1999. That's 12 years old -- the requirements for the job haven't changed in 12 years? Time spent upfront, determining and then communicating what is needed, is time well spent and will help ensure a match in the hiring process.
Not communicating with candidates after interviews and not giving honest feedback.
Beshara said that "for some reason, hiring authorities don't seem to mind being rude -- even to candidates they are interested in hiring." Timely feedback is important to a candidate, and for most candidates, finding a job is a very high priority. It is common courtesy to close the loop with a candidate, even if the answer is "not a fit". That candidate might be a fit down the road, and if not treated with dignity and respect during the process, he may not want to work for that company at a later time.
Not having backup candidates.
There are a thousand reasons why a candidate may drop out in the process prior to hiring -- even candidates who seem to be a perfect fit with the client. It could be due to pressures from a spouse or family, not passing a profile test, or just having cold feet. Oftentimes, clients will think they have found the right candidate and therefore stop interviewing. Even candidates they had interviewed previously may have found another position (remember, good candidates have a shelf life), so the process must start from the beginning again, which can be very time-consuming. Having three solid candidates in the queue is recommended.
Finally, not hiring older workers solely due to their age.
This is not one of the Top Hiring Mistakes highlighted in Beshara's list, but, unfortunately, it's one I've witnessed on multiple occasions and felt it important to include. More seasoned workers oftentimes have much experience and great maturity to bring to a position. Aside from it being illegal to discriminate based on someone's age, companies may miss out on incredibly energetic, loyal, and knowledgeable employees.
I liked much the last one "Aside from it being illegal to discriminate based on someone's age, companies may miss out on incredibly energetic, loyal, and knowledgeable employees." And this statement is so true I have seen people with the double age that I have and to work with passion and giving the "whole" thing to the job. Furthermore, "older" worker is a great example to follow specially for the younger. Consider a Company with an age limit, something is going wrong for sure .......
Carla, this is some more great advice, I think! A few comments:
That story of using a job description from 1999 is insane. I can understand being lazy and using old job descriptions as a framework to craft a new job description, but just copy & pasting something that is over a decade old is nuts.
I agree that it's very important to figure out what type of skills you're looking for in a candidate, while also keeping in mind that the perfect candidate does not exist. So I also believe it's important to prioritize and figure out what competencies are truly essential, and which things would be nice to have, but you can live without.
As far as not giving candidates honest feedback... this is tricky. I think a lot of people treat job interviews like dating, so if they aren't interested in a candidate, they just don't call them. Even if they "say" something like, "oh, we'll be in touch!" It can be awkward to reject someone. And I've certainly been guilty of not providing feedback to candidates I wasn't interested in, in the past.
However, I do agree that it is probably best to close the loop and let people know where they are at. A simple, polite email indicating that you won't be pursuing them any further is probably a good best practice.
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.
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.
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.