5 questions to ask yourself to succeed in your recruitment

recruitment questions

A study taken from the best-seller “Hiring for attitude” written by Mark Murphy, founder of the Leadership IQ Institute, reveals that one out of every two recruitments ends in failure within 18 months. A recruitment is considered a failure if the employee leaves within 12 months of being hired. This failure has a significant cost for the company, both in terms of energy spent and in terms of direct financial costs (salary for example) and indirect costs (integration, training etc…).

Making the right choice when recruiting is therefore a real challenge, but it is possible to limit the risk by asking the right questions beforehand! Here are 5 key points to address before you ensure that your recruitment is effective and, above all, sustainable.

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1. What is my real need for this recruitment?

When an employee leaves, there is often a tendency to rush into external recruitment when you sometimes have the resources in-house. So understanding your teams, how they work and their daily problems can help you identify internal profiles who want to evolve. To make the right choices, it is possible to call on a HR firm to test the employees identified with a view to internal development or organisational change.

If the position requires an external skill support from a recruitment firm can also be a reassuring solution, especially if the profile sought is complex to find (tension on the job market, rare and disputed skills, no geographical mobility, etc.).

2. What are the fundamental soft skills for this recruitment?

89% of recruitment failures are because of behavioral problems according to Mark Murphy. These so-called “soft skills” have now become essential for successful recruitment.

Soft skills are not in opposition to hard skills (technical skills), but complement a solid business skill with an adapted attitude with high added value. This skill is often a determining factor in the final choice when recruiting, as it is the key to a successful job placement. The team for which you are recruiting has its own dynamics and its own way of working: recruiting a new element will upset this balance, so you need to think carefully about the profile that will best fit the needs of the team and the company’s values.

HireYourTalent advice: An in-house immersion can be a good test to evaluate the interactions between the candidate and the team members. This immersion has a double objective: on the one hand, the candidate can realize the reality of the position and the tasks assigned to him/her, and on the other hand, he/she can project him/herself more easily into the company. Furthermore, the internal teams will confirm or refute any doubts raised during the first meeting.

3. How can we ensure the level of competence of the candidates?

After insisting on the importance of soft skills, this will not be enough to ensure that your recruit settles permanently in your organisation. Beyond the questions asked in the interview, it may be wise to plan a test to ensure the future recruit’s business and technical skills.

This may seem obvious for a technical profile but we often forget to use this means of verification on other types of jobs that do not require so-called “hard” skills.

HireYourTalent advice: To validate non-technical skills, you can have an email written on the spot to check the spelling level, simulate a complex sales call, study a customer case for example. A debriefing interview with the candidate should always follow these tests to provide quality feedback and to discuss the test results in more detail.

4. What integration process is planned for the new employee?

Just because the contract is signed does not mean that the employee will stay with the company for the long term. As one-out-of-two employees plans to leave their new company during the probationary period, this is the key moment to consolidate the hiring. The main risk for the newcomer is that he or she will realize that the company’s values and the position sold to him or her in the interview do not correspond to reality. Therefore, care must be taken to think carefully beforehand about the “real job” and the tasks that come with it to avoid any annoyance. The candidate will thus come with full knowledge of the facts. The values advocated by the company must also be consistent with reality. A candidate who is attracted by an attractive corporate mission that corresponds to his or her values will seek to validate this expectation from day one.

HireYourTalent advice: If the company advocates team spirit and collaboration, avoid sending a welcome email and instead organize a short meeting to introduce the newcomer! An integration process should be considered optimizing your recruitment: for example, by scheduling meetings with all team members or by setting up a sponsor programme so that the new employee feels reassured and comfortable.

5. How to use the trial period as a “real trial period”?

The new employee has the trial period to convince the new employer of his or her performance and quality, but the company must also, during this period, convince the employee to stay. A new person’s fresh perspective is often very interesting for an organisation, they will feel involved and listened to if they are asked for an astonishment report, for example.

HireYourTalent advice: It is essential to make regular check-ups to get a feel for the new person since his/her arrival, to provide answers and to guide him/her on points for improvement. Often a positive remark is enough to restore confidence and make a success of a trial period!

Published by Dave John

Decade of work experience in leadership consulting with strong focus on talent acquisition & assessment across different industries and geographies.

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