Our recent office move caused me to revisit a 1999 edition of HBR and I found an article by Claudio Fernandez-Araoz of Egon Zehnder asking “what makes hiring go wrong”. In short Claudio asserted that a lack of strategy and structure were root causes of failure, i.e. having to fire a recent hire due to poor performance or poor fit.
From the employer stand point, recruitment is more than just replacing like for like or filling a job description. The organisation needs to define what the new hire must deliver and the EQ requirements needed so that they perform and meld with the team or in some cases shake the team up. It often requires creativity, determination and courage to move away from the usual profile to get the person the business needs to deliver its strategy. The hiring manager is key in this process and should not hand the process over to people (internal / external) not qualified to make such assessments.
Not much has changed since 1999, often talented candidates are frustrated by being assessed by people who do not possess the business understanding or the professional and interviewing capability to assess their fit. Where the profile for the right person is poorly specified or assessed talent is turned away, often turning away from an organisation that needs them and at best leaving the organisation with more of the same.
Blog Posted by Garry King, Director – May 2015