Three guidelines for hiring the right person

Three guidelines for hiring the right person

It is not a secret that businesses exist to attain success and make profit. There is nothing new there: that is what every manager, entrepreneur and company want, they all have in common one main goal: they want to be successful. Most CEOs or human resources managers understand that there is only one way to get that done is by recruiting high quality and proficient employees. Jason Hanold has been recruiting top quality employees for diverse industries and has mentioned several times that the hiring process can be much more complex than people often think it actually is.

Regardless of the size of the organization, it is very common for companies, and mostly for small businesses, to fall into the trap of adding human resource to their payrolls without an established and effective hiring process —they end up believing that they have met someone who is the best fit for the job so they hire them without undergoing any kind of process, and that is when they get into trouble: hiring the wrong people creates a lot of disorder within organizations and, additionally, its solution is extremely expensive and time consuming.

Three guidelines for hiring the right personCourtesy of Andy Dayton at

In order to avoid as much as possible any possible firings or dealing with messy environments, it is highly advisable to establish a hiring process —whether within or outside the organization, carried out by professionals. Oftentimes companies focus on finding a good person, and it has proven to be true that this conception embodies an important flaw: there are plenty of good people who ultimately happen not to be the right fit. There are great people that would surely benefit a lot of organizations, however, some of them are not necessarily the right person for a given company. At this juncture, interviewing a candidate that at first might seem very dynamic and as a possible fit is not sufficient for the high risk and the critical aftermath potential a bad hiring can do, therefore, after assessing many experts on the topic there are some guidelines CEOs and human resources manager can follow should they feel that their hiring process imperfect.

First, it is of high importance that organizations come up with the definition of the cultural institution they want, or are trying, to create —adding a foreign human resource to a well-established organization or company will surely act as a disruptive factor within the institutional culture: they can either negatively affect the culture or, on the other hand, they can actually foster and nurture the culture that already exists. Organizational and institutional culture is one of the most important nuances in the corporate world, specifically, within effective organizations —the ones that in the middle of the current corporate dynamics are capable of achieving significant outcomes. Hiring someone whose profile does not match the company’s institutional and organizational culture stands as the main reason why most hires fail. Defining the company’s core values is crucial for determining the organizational culture and, subsequently, being able to identify whether a possible recruit will match such values and culture is what every company should strive to.

Second, after defining those core values whereby a company identifies itself, organizations should outline and the sketch the character of the people they are interested in attracting —define what attributes they are certainly looking for in future employees. Skills aside, character is the main tool employees will use to strive to adapt themselves to the cultural organization. Some values are more appreciated than others —most companies look for humble, honest, hungry and smart people whereas arrogance, dishonesty and laziness are always discarded. Knowing these aspects beforehand will depict the way a certain hire will perform within the company’s organizational culture down the road, hence the importance of defining what type of people, what type of character and values are the ones that match the most those core values, thus the company can outline in advance, or foresee, what type of skills will need to be improved, what type of changes will the company need to incur after hiring an employee.

Third, be clear on the job descriptions. Violating this concept, or this guideline for this matter, often results in discrepancies on (company’s and employee’s) expectations. Defining what are the basic job requirements is highly important before embarking on job interviews just based upon a slight idea and outline of what the position is about. Doing so will certainly affect in a negative way the company and the prospective employee and will surely undermine their chances of achieving success as there will be no way to measure whether they are performing according to what the company or the organization is expecting. Besides, it will be the employee the one who will have to carry the burden of not being clear on the job requirements.