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Job Matching is NOT a Dating Service – Maybe it Should Be

I know this is an off beat title for a business service, yet, to me it hits the right nerve for getting people to think about the hiring process. Dating services are unique and a little mysterious for anyone who has not used one (like me). The principles they use is to MATCH people to improve the probabilities of a long term relationship. Actually, that sounds like a very good purpose when you look around at all the unhappy relationships and bad marriages. In the world of business, the dating game is expanded to both finding excellent talent for your organization and finding prospects and customers who match your ideal customer profile for excellent business relationships. Today, I want to focus upon the Job Matching function for hiring and selection of superior talent. During our consulting work we find a larger number of companies then we expected with out any objective information regarding the positions they want to fill with outside talent. This is very interesting when you look deeper into the problem this lack of planning creates. Without looking at a Job Position (which we refer to as Job Benchmarking) and learning the traits necessary for the job to be successful – how can you match real talent to the position? What I find most disturbing when there is not job benchmark in place (showing the prioritized traits necessary for success) is a settling for lessor talent. Notice I did not use the words “lesser quality” in this statement. The reason is hiring managers then revert to hiring good or nice people – without knowing if they fit the requirements of the job. Here is a short list of bad habits I have found in  the hiring processes of many organizations…
  • Hiring Credentials It is amazing to me how often people are hired due to their resume items, certification, degree or worst – a degree from a specific university. You are not hiring the resume, certification, degree or a university – you are hiring an individual to do a specific job with specific expectations about the job performance. First, find the people who match the traits needed for the job to be successful.
  • Hiring Friends Fastest way to lose a friend is to hire a friend – just because they are a friend and you think you know more about them. Most of the time this does not work out. Reason for not working out is they have no talent in the areas needed by the job for success. They have other talents which are unrelated to the primary traits for the job success.
  • Hiring Referrals On the surface, hiring a referral from a good source may not be a problem – if you check them out just like other candidates. Here bias sets in (like the friendship thing) and we assume they are good because so and so said they would be. Again, objective data first will tell the truth about the traits of the candidate and do they really match the traits of the job.
  • Hiring Quickly There are a number of managers in organizations who literally hate the hiring process. Therefore, they just want to get it over – quickly. These managers look at the hiring process as something to just check off the to do list without any added effort. These are the same managers who complain about the job performance of these same individuals or who are contacting Human Resources to learn how to fire someone. GEEZ! A little effort up front gets you the Talent you want.
  • Hiring Done by Others This is the one element I cannot understand. When someone being added to your team and your results can be determined by the results this talent will provide, and you have others doing the hiring for you! Here I would have to question the talent of the manager or executive. You should be involved in the hiring process to be certain the best quality talent is placed within your team. Competitive advantage can be as simple as having the highest quality individuals on your team. Performance is the goal of all hiring processes and systems.
  • Hiring Clones In this case I’m referring to people who act and sound like you over anything else in the hiring process. Watch out for this since it is one of the top reasons for job failure.  Just because it is easy to talk to someone and it feels good – does not mean they will be successful in the job position being filled. I run into this bad hiring practice more often than I would like. Remember it is all about filling a job position with talent matching the traits necessary for job success. It is not a personality contest based upon making the judge feel good.
There you have a list of bad habits used in the hiring processes. Please review your hiring practices and see if any of these habits show up. If they do, begin to rethink your hiring process. A preferred hiring process should include the following…
  • Identifying Key Accountabilities of the Job
  • Create a Job Benchmark
  • Have Candidates take a Talent Assessment
  • Use a Gap Analysis to determine Matching Probabilities
  • Use Behavioral Interviews to Confirm Objective Data
  • Select the Best Candidate – who matches the job
When you follow this path, you will get high energy, highly motivated and high performing individuals for your team. You will also get the benefits of dating service matches with long term retention of qualified talent. If you find after your review of your current hiring system and practices, then give us a call and we can discuss your situation and recommend processes or systems to match your organization with an excellent hiring process. You can call us at 901-757-4434 and ask for Voss.
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Voss Graham

CEO / Sr Business Advisor at InnerActive Consulting Group Inc
Voss Graham is an Organizational Architect with 30+ years of experience designing sustainable business growth for organizations of all sizes. Creating the Strategic Focus with the Executive Leadership Teams, he uses Systems & Process to ensure the Drivers for Business Growth are Executed at the Highest Levels. Voss is available as a Speaker for your conferences or company meetings - contact him at 901-757-4434 or use the LinkedIn or Facebook direct messages.

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Voss Graham

Voss Graham is an Organizational Architect with 30+ years of experience designing sustainable business growth for organizations of all sizes. Creating the Strategic Focus with the Executive Leadership Teams, he uses Systems & Process to ensure the Drivers for Business Growth are Executed at the Highest Levels. Voss is available as a Speaker for your conferences or company meetings - contact him at 901-757-4434 or use the LinkedIn or Facebook direct messages.