Talent Acquisition: Avoid Biggest Mistakes in Hiring and Recruitment | Vicky Fung | Skillshare

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Talent Acquisition: Avoid Biggest Mistakes in Hiring and Recruitment

teacher avatar Vicky Fung, Senior Finance Executive, CPA

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

17 Lessons (1h 3m)
    • 1. Introduction v3

    • 2. Personal Bias

    • 3. Focus Too Much on Years of Experience

    • 4. Just-in-Time Interview Questions

    • 5. Ask Sensitive or Irrelevant Questions

    • 6. Not Listen Actively and Ignore Body Language

    • 7. Too Focus on the Past

    • 8. Overlook Cultural Fit

    • 9. Not Test Candidate's Actual Performance

    • 10. Kick Out Not-So-Good Candidates Too Early

    • 11. Focus Too Much On Selling Company's Branding

    • 12. Oversell the Job

    • 13. Outsource the Reference Check

    • 14. Making Hiring Decision Too Rush

    • 15. You Are Too Optimistic

    • 16. Assume Hiring Work is Over After Job Offer Acceptance

    • 17. Conclusion

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About This Class

If you are a hiring manager, an entrepreneur or human resources professional,

  • Do you want to increase your successful chance of getting your right hire?
  • Do you want to avoid making costly hiring mistakes?
  • Do you want to get workable solutions in just 1 hour?

If all of your answers are yes, this course is for you.  Vicky Fung is a senior finance executive with 20 years of experience, including 10 years in recruitment and onboarding.  In this course, she will share the top 15 biggest common mistakes in recruitment and hiring with you.  These mistakes cover questions and listening, making hiring decision, selling the Company, doing reference check and onboarding. Each mistake is explained clearly and followed up by easy to understand and practical solutions that you can adopt.

By the end of the course, you will learn how to avoid these 15 fatal mistakes in recruitment.  You can then work on strategies to improve your hiring process to get your best talent.  Please don’t wait and watch the course now!

Meet Your Teacher

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Vicky Fung

Senior Finance Executive, CPA


Hi!  I am Vicky Fung, a senior Finance Executive with 20 years of experience in finance and accounting.  I have worked in many large companies with operations over the world.  I got 10 years of experience in recruiting and onboarding new staff, as I have actively involved in recruitment for my team and other positions for my ex-employers.  I would like to share my knowledge and experience with you.  Please feel free to contact me if I can be of assistance. 

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1. Introduction v3: The Biggest Mistakes and Solutions during Hiring and Recruitment Hiring is one of the most critical tasks and challenges a Company faces. Yet, unfortunately, too many approach it as transactional or don’t allocate the proper attention, priority and resources towards it. No matter you are aware or not, cost of wrong hire is very expensive. It goes much beyond the job advertising cost. It involves payroll, agency fee paid to recruitment firms, equipment and facilities cost, orientation, onboarding and training cost, potential termination cost, cost of replacement, vacancy cost, productivity loss and in the worst scenario, all the costs associated with the troubles that the wrong hire created, such as loss in sales, decrease in work quality, worsening of customer’s relationships and damage to the Company’s reputation. What’s more is that having a wrong hire also means all your time and effort spent in recruitment would be wasted, and you would need to start it over again! Maybe you are not only worried about having a wrong hire, but also concerned about how to land a bright super star. Top talent is in high demand, no matter what the economic situation is. You probably are not their only prospect. Sometimes the hiring managers rub candidates the wrong way. So you should also make every effort to avoid making costly mistakes, or you may risk having brilliant super stars falling out of your hiring process. I am Vicky Fung, a senior Finance Executive with 20 years of experience in finance and accounting. I have worked in many large companies with operations over the world. I got 10 years of experience in recruiting and onboarding new staff, as I have actively involved in recruitment for my team and other positions for my ex-employers. I truly understand the importance of getting a right hire as I have also suffered from the troubles of having a wrong employees in my early years of management. So having learnt from my mistakes and experience, together with my research and training over so many years, I would like to share my tips and knowledge with you, to help you avoid making biggest mistake in recruitment and hiring so that you can get your right hires. Having a wrong hire is a very painful and frustrating experience. What’s worse is you got a very bright employee but he or she resigned shortly. Definitely, I believe you don’t want any of these experiences to be happened. In this mini-course, I will go through the common top mistakes by the hiring managers, with the solutions on how to avoid them. I hope by paying attention to these important points, you will enhance your successful rate of getting the best fit. As this is a mini-course, I will mainly share the main concepts here. If you would like to understand deeper about each topic, please feel free to contact me and I am happy to help you further. I also have a Facebook group to support you. Now let’s start. Hope you enjoy the course. Thank y 2. Personal Bias: Hiring Mistake No.1 Personal bias. Many hiring managers trust their gut feel and instinct to identify the best candidate during the interview process. Once their instinct kicks in and they’ve made their choice, they search for evidence to support their feeling and ignore evidence that runs counter to their choice. It’s called confirmation bias. Actually confirmation bias is very common. For instance, when you first meet a person, you already got a impression. If you like a candidate within the first few minutes, you will tend to ask easier questions during the interview, so as to confirm your first impression. This is particularly true for good looking candidates. This may positively bias your evaluation of the candidate’s unrelated skills. If you make your decision with your gut, you will likely miss important areas to assess their suitability. There’s another kind of bias that you need to be careful of: The halo effect. The halo effect leads us to judge someone based on one or two traits. For example, people who are physically attractive are more likely to be judged as kind, sociable and smart, Despite the fact that appearance has no relationship with personality. When you fall in love with the candidates too soon, your judgement becomes clouded. Maybe you are unintentionally, you tend to look for reasons to hire them, instead of making them prove that they are qualified for the job. In other words, • You don’t question them enough. • You help the candidates answer questions when they get stuck. • You cut the interview short instead of covering all of your questions. • You ignore their red flags. • You start selling the candidate on the job too soon and too often. • You are overly friendly and you let your guard down. In short, you see what you want to see and you hear what you want to hear. Solution - To avoid confirmation bias and halo effect, first, you need to tell yourself do not form any judgement of hiring the person within the first 30 minutes. Hiring is an important decision. You don’t need to rush within such short period of time. Next, if you find that you’re really excited about a candidate the moment they walk in, try convincing yourself of their faults. If you instantly want to reject a candidate, try giving them the benefit of the doubt. Intentionally try to challenge your first impressions. If the candidate makes a statement you disagree with, do not argue or express your judgment. Just remember, be objective with an open mind during the interview. Use your ears to listen carefully instead of using your gut to make early decision. Thank you. 3. Focus Too Much on Years of Experience: Mistakes No.2 - Focus too much on years of experience. Some companies will screen applicants based on the numbers of years of work experience. They believe that without certain number of years, it means the candidates are not experienced enough. Yes, In some cases, this is true. 3 years and 8 years of work experience may mean a big difference. However, please be careful that if you are hiring for non-entry level positions, very often, long years of work experience does not mean they are more qualified. Sometimes people doing the same job for 10 years may only have limited exposure or skills because they keep on doing the same task. Also, the years of experience might not correlate with their performance. Someone has worked in an area for a long time doesn't mean that they are necessarily effective at it. How well your candidates are depend on their job exposure, challenges encountered, scale and frequency of projects involved, roles they took part and many other factors. A 5-year experience young man who has dealt with lots of challenging projects may be more tactful and qualified in handling complex tasks than a 10-year experience man who only worked for routine tasks. If you screen people based on years of experience, you may end up screening out the good hires. Solution - Years of experience is a poor predictor for job success. Instead, drill down on their achievement, job exposure and skill sets. These are much more important. Many effective staff often have less experience than their peers and so they tend to promote faster. So always remember to ask the candidates, what their 3 most significant achievements in their career are. By asking this question and drill down with detail examples, such as the scope of the projects, their roles, their levels of involvement and so on, you will learn a lot about the candidates, rather than relying on the oversimplified criteria. Transferable skills like leadership, communication, flexibility, emotional intelligence and problem-solving are often far better predictors for future success than work experience. Recruit for competency based on the job analysis is far better than screening candidates based on years of work experience. Thank you. 4. Just-in-Time Interview Questions: Hiring mistake no. 3. Just-in-time interview questions It is pretty common that many companies have well-designed and well-structured interview, but somehow rely on each interviewer to pick up and choose their questions based on the applicants' resume randomly. Without any preparation, irrelevant questions not related to the job may be asked during the interview. Not only does it waste your valuable time as the hiring manager, but it is also one of the most frustrating things a candidate can experience. Also, some questions may be problematic or perhaps some right questions maybe asked in the wrong way, like wrongly used leading questions instead of open questions. So the interviewees’ answers cannot reflect their actual skills and abilities accurately. their actual skills and abilities accurately. makes it quite challenging to evaluate across candidates. As a result, the hiring manager is made on gut feel and impression with personal bias. Certain important aspects of job fits may be ignored. Solution - To avoid making a subjective decision, the solution is structured interview, where each candidate is asked the same set of pre-determined questions in the same order. Structured interviews ensure candidates have equal opportunities to provide information and are assessed accurately and consistently. Design your questions in advance based on the job analysis, the job description description and core competencies. Then modify the wordings of your questions and seek for better ways of asking to increase the effectiveness. Make sure all questions are asked with a special purpose and prioritize your questions based on importance. Remember to use a standardized interview scorecard with grading to measure the candidate’s job suitability. Complete the scorecard noting specific information about the candidate immediately after the interview. This is crucial. You may not trust your memory to recall the detail of the interview at a later point in time. Using all of these means, make your recruitment process more professional, consistent and organized. During interview, do always use open-ended and probing questions (how, what, when, why and so on) and always follow up a yes or no answer with an open-ended question to obtain details. 5. Ask Sensitive or Irrelevant Questions: Hiring mistake no 4 - Ask Sensitive or Irrelevant Questions Inexperienced hiring managers often ask off-limit or personal questions, such as, how old are you? • Do you have children? • Are you married? • Where are you from? • When did you graduate from high school? • Were you born here? These questions may seem harmless but in fact, they open your company up to a discrimination lawsuit. Even if there is no specific legal requirement that you must uphold, asking irrelevant questions may offend your candidates and damage your business reputation. Solution - The solution to prevent this, is to prepare the questions in advance and reframe your questions. If you would like to ask the family status of the candidates, try to ask this instead, “Do you have any concerns that might prevent you from working the assigned shifts or going aboard for a short business trip?” Remember, questions about the candidates’ religion, age, gender, marital status, number of children, sexual orientation, race, national origin, citizenship or any other areas of potential discrimination should not be asked, so as to protect the Company and yourself. If your candidate offer you some information voluntarily about one of these sensitive areas, it would be better to ignore it. Don't respond to it and don't follow up on it. No matter what question you ask, make sure that it is relevant to the job. When you have finished your whole list of questions, check them carefully and review if you have better ways to ask for the same information and have any sensitive questions. How you structure your wordings of the questions is really matter as it affects the quality of the answers you got. So in other words, as the hiring manager, you should always keep 3 things in mind: First, Which questions to ask; Second, how to ask. Third, Which questions not to ask. For every question, you may also ask yourself, “Is this information really needed to judge the candidate’s competence or qualifications for this job?” You may think some questions are just small talks or chatting informally. It doesn't matter. I really suggest you don’t ask these questions. It would be better to stick with conversations about the weather and other neutral topics. Thank you. 6. Not Listen Actively and Ignore Body Language: Hiring mistake, no. 5. Not listen actively and ignore body language - During interview, many hiring managers may distract by their own thought. Maybe they are thinking of something else, or thinking what questions to ask next, get overwhelmed with emotion or involved in another tasks, thus listening was impaired. What they interpret is not the candidate’s actual thoughts, real abilities or actual situation but their own interpretation. In some other cases, the hiring managers are not attentive enough to pay attention to special key words that they should listen for. Or some even don’t know what they should look for from the candidates’ answers. Communication includes what is said and also what is not said. Body language and gesture form an important part of communication. If you are only listening to the content of their answers, rather than taking them all in based on the entire experience they’re giving you, the chances are you’re going to make a decision you’ll regret. Solution - Make sure you give full and undivided attention to the candidates during the interview, to both what is said and what is not said. If you don't understand a response, ask about it. Don’t check the clock or the phone. Prepare for the interview beforehand and make sure you know what you’re looking for in terms of knowledge, experience, skills, personalities, motivations and competencies as well as the key items. In addition, pay attention to the subtle body language, including the candidates’ body posture, arm gestures, eye contact, body movement and any nervous movements. Be careful that sometimes their movements may because they are too nervous and so you can’t really tell what a specific gesture means on its own. Anyway, let me share with you 3 tips that you can apply here: 1. Spot the difference. Notice your candidate’s sudden changes in their movements or posture. For instance, if they suddenly starts tapping their foot. Maybe they feel the interview is taking too long. Or perhaps they’re facing an uncomfortable question. 2. Connect the dots. A specific gesture may not tell you much. People crossing their arms may just because they are too cold. So when you see your candidates crossing their arms, if they also cross their legs and ball their fists at the same time, this may be a red flag. 3. Ask questions and follow up. If you pick up on nonverbal signals that mean a candidate is withholding information, ask follow up questions. Observe what and how the candidates reply you. Thank you. 7. Too Focus on the Past: Hiring mistake No. 6. Too focus on the past. As interviewers, many of you probably use the behavioral interview questions, such as “Tell me about a time…” and “describe a time when…”. By understanding the candidates’ past performance, actions and thought, it would be more accurate to predict their future performance. This method also helps the hiring managers to minimize their personal bias as they can get concrete evidence about the candidates. However, purely only focusing on past behavior isn’t the best hiring interview approach. It ignores 2 parts: 1. Motivational Fit – you need to check if the candidates are still willing and enjoying to do the job. Even though they did the job well in the past, it does not mean they will want to continue this nature of the job. Some people may want to try some new tasks or job nature. If the candidates are no longer enjoy the job nature, no matter how good they were in the past, they would not be a good fit. 2. Learning and awareness – people learn and grow from their experience and mistakes. The fact is even if they failed to do certain tasks in the past, it does not imply they cannot be a top performer in this task in the future. Purely focusing on the past, you will ignore their future potential. Solution - Behavioral interview questions are great questions to assess candidate’s experience and skill sets. However, during interview, you should take a further step. Ask motivational questions to find out what they want for the next job. Match their likes, preferences and dislikes with your current job. Also, apart from the behavioral interview questions, do always ask what they have learnt from the situation and what they would do differently today. Follow up by situational interview question of similar scenario to verify if they have really learnt. Of course, you may use actual job tasks or role plays to verify if they really learnt. In relation to behavioral interview questions, some people think they candidates can simply go to the Internet and then they can practice. They become very good at answering these questions And thus they can become very good at answering these behavioral questions. For me, this is partly true. If you master how to use each type of questions and well design the question format, actually you can prevent this problem happening. This is why re-framing the wordings of the questions in my previous point is extremely important and can make your question much more powerful. Thank you. 8. Overlook Cultural Fit: Mistake No. 7 - Overlook cultural fit Many employers often find that their new hires did not meet their expectations and were not as bright as they thought but it seems nothing went wrong during the recruitment process. This is particularly common for leaders and managers. Why? Research shows that the major reason was because of cultural fit. If your new employees cannot adapt to or get used to your Company’s culture, they would not be able to establish their social network in your Company or their approaches do not align with your Company’s norms, it is easy understood they will eventually fail. For example, if your Company is a startup company where innovation and speed is highly important, it is definitely not suitable for someone who tends to be more conservative and work slowly with traditional mindset. Solution - Culture is the way things are done on a day-to-day basis within an organization. It could be something visual, such as its employees, interior decoration, dress code, spacing and documents filing. It could also be assumptions, beliefs, values, habits and things that you don't necessarily see. Culture is unique for every organization. It's important to make sure that you understand what the critical characteristics of your Company’s culture are. Take some time to define your Company culture and involve your colleagues. Ask your team and coworkers to come up with what they think about the Company. In addition, you may also consider where is your Company going in the future, what are the competencies that people need to meet those demands? After that, decide what kind of candidates fit best into your team and Company. Cultural fit has proven to be important to employees’ satisfaction, loyalty, engagement, performance and productivity throughout a company. It is better to find someone whose values, likes and preferences align with those of your Company. This will make them easier integrate into the new work environment. You may assess the candidate based on their personality traits to see how that person would fit into the department, the team, and maybe the overall organization. Or you may get some hints when you go through their background checks, job fits and motivational fits interview questions with them. For instance, if your culture is very strong in innovation, you should then find ways to assess the candidates' personality in accepting new things, their ability to bring innovative ideas and how well they fit in with an innovative culture. If you find your candidates not perfectly fulfil the cultural fit, then do assess their adaptability. Consider seriously if they have the potential to adapt to your Company’s culture. Thank you. 9. Not Test Candidate's Actual Performance: Hiring Mistake No. 8 Not test the candidate’s actual performance When picking up the ideal candidates, most hiring managers rely heavily on face-to-face interviews. However, some candidates maybe great presenters and story tellers. Some may even are professional interviewees. Keep in mind, candidates probably have a lot of interview experience. They are skillful at presenting themselves in a good light and practiced at responding with ideal answers. However, these candidates may not be great in actual work performance. Also, even if these candidates are great in the past, their skills and approach may not be applicable in your Company or may become obsolete. Solution - Whenever possible. or unless you are hiring a senior executive where technical skills are no longer important or can be taken it for granted, always assess their technical fit. Provide a real-world simulation of the actual work tasks, and ask your candidates to tackle that. You may ask your candidates to complete take-home exercises that mirror the type of work they’ll be doing on the job. For instance, for a managerial role or any sort of administrative work, you may give them a case study using the actual information from your Company or a fake Company. By far, technical test is the most predictive method to assess the candidate’s actual skills and abilities. So always test for skills. Regarding the test assessment, let me share 3 tips you should be aware: (1) If your candidates cannot submit your assigned test assignment on time, it will be a major red flag. People who are eager to work with you won’t put up with excuses. By doing so, they are not responsible and it is highly that they would also miss deadlines if you hire them. (2) If your candidate doesn’t follow clear instructions for your test assignment, don’t be so hopeful that it won’t be the case when you hire them. Follow instructions and guidelines should be a basic requirement for any positions. If something is unclear in the skill test or if they have any questions, they can reach out to you for guidance and clarity. Thus the ones who weren’t able to get the instructions right are probably not detail person and not paying too much attention to compliance issues. Or they may simply don’t have much interest in applying for your job. So by observing how serious they are in doing your test assignment, you can tell their attitude, their motivation and their interest in your job. Tip no. 3 (3) The quality of the first work they do for you and their test performance is a critical indicator of how much value they can add to your Company in the future. If their work is below your required standard, and you can’t afford time, money and effort to train them, then it would be better to find someone else who is great on their skill test. Always try to look for candidates to provide good work or excellent work to you. This is the way to keep your Company and team grow. In short, having a test assignment is really helpful in recruitment process. Do try to have this whenever possible. Thank you. 10. Kick Out Not-So-Good Candidates Too Early: Hiring Mistake No. 9 - Kick Out Not-So-Good Candidates too Early Extrovert candidates with outgoing personalities are in general more appealing to the interviewers. However, not everyone is an extrovert. Candidates who are introvert and more quiet do not mean they are not a good fit. Also, some candidates take some time to warm up before they can speak up. In general, interviews are stressful for most candidates as they want to impress the hiring managers within a short time, so it is understandable that some of them maybe nervous and shy during the interview. However, because of their not-so-good performance in the early beginning of the interviews, some hiring managers tend to kick them out and conclude they are not good fits. In this way, they may lose some really bright good candidates. Solution - If your company request the candidates to perform personality test, review their results and try to change your interview style to suit their style to get the most from them. Build trust and rapport with your candidates from the early beginning of the interview. Establish a warm atmosphere but stay professional at all times. Show empathy throughout the process to encourage them to be comfortable, relax and speak up. Pay attention to your body language since how you talk and how you behave will also affect the candidates’ performance. Essentially, do all you can do to show that you value them and appreciate their interest in the job. Finally, you should know how to manage different types of candidates and various scenarios in the interview, so that you can get the most from every one of them. Thank you. 11. Focus Too Much On Selling Company's Branding: Hiring Mistake No. 10 Focus too much on selling the Company’s branding Company’s branding is an important element to attract your best hires, this is especially true for young candidates. Many hiring managers will sell how great the Company is and why it is a great place to work at. Yes, if the employees like the Company, they will likely to have better performance and productivity. However, many hiring managers just focus too much on selling the Company’s branding but without selling much about the job itself. The hidden problem is that this may lead the candidates focus too much on the Company, but later they find they do not enjoy the job and thus will eventually leave the Company. Solution - While you are selling your Company, much more importantly, you should also sell the job itself and make sure your candidates like the job role and its duties. If your Company does not belong to the top employers, you should particularly focus more on convincing your candidates to work with you. The obvious way is to sell the job role. Tell your candidates how the job duties will achieve their personal career goal and development plan. Describe, in general terms, some of the biggest projects or issues this position will be handling. Highlight what they can learn and achieve at this position, and what they will gain after working at this job role for 2 years or more. Link your job to their career aspirations. Doing so will encourage your top candidates to imagine how their career goals will be achieved at this job. It will also help you find a candidate whose career goals match what your organization needs. In short, always make sure your candidates are really interested in the job itself. Thank you. 12. Oversell the Job: Hiring Mistake No. 11 - Oversell the Job Once you are confident in your candidate, you will certainly sell the job and and your Company, presenting as an attractive employer, hoping them will accept your future offer Some hiring managers may fall into the trap of making unrealistic promises or overselling the job. They want to present their companies in the best possible light in order to land a super star. This is particularly true of senior hires or sought-after talents. For instance, they may oversell the Company’s culture, highlight potential for growth, possibility of promotion and advancement after a certain period, bonus potential, underplay the challenges of the job, hiding the actual problems facing by the team and so on. If you go on and on about how extraordinary your company and its working conditions are, your candidate probably going to question your reliability. When the promises can’t happen or the new hires found out there were expectation gaps, they will feel unhappy and eventually quit the Company early. Solution - Be sincere and honest. Tell them the challenges they may be facing. Give candidates a realistic preview of the job position, the actual work environment, the opportunities, the difficulties and the days ahead. While overselling is not encouraging, on the other hand, if you make no effort to promote the position or if you speak negatively about the business and staff members, your candidate is going to wonder why on earth they should pick up this job. Therefore, paint a real picture of what it’s like to work there. Transparency allows the candidates to make the decisions on their their own, whether they are good fit or not. Those who were scared away don’t fit the job but those who are willing to take up challenges are likely to stay longer and become one of the future best people in your Company. Thank you. 13. Outsource the Reference Check: Hiring Mistake No. 12. Outsource the reference check A reference check from the past employers provides a good insight into the potential new hire’s past behavior and performance. Many hiring managers believe they finish the recruitment when they identified the candidates and ignore the importance of doing a reference check. Some may simply rely on HR or recruitment firm to provide them a reference check report. Recruitment agents earn income if their candidates are successfully hired. So these agents tend to give you a brilliant, well-written report on the reference check as they want their recommended candidates got hired! That kind of reference check is of little use. They cannot provide you additional insights. Some hiring managers may pass the reference check to HR. Right now, to minimize potential legal risks, many employers do not reply anything about the candidates’ subjective information such as performance and skills, but only at most hard data, such as salaries, days of employment and titles. In fact, you can verify these hard information by employment letters, contracts or reference letters. This kind of reference check is also of little value. Solution - So if you are really serious about hiring and you really want to avoid hiring someone who is only great on presentation, do the reference check by yourself! Ask the references directly verbally and verify the evidence you obtained from the candidates during the interview. Check for consistency and see if your candidates were too humble or exaggerated themselves. Some employers are a bit reluctant to give information about past candidates for fear of getting sued, so you need some skills to conduct reference check. If you conduct it properly and skillfully, ask the right questions, you can obtain valuable new insights far beyond what you have learnt from a resume or the interview, including what you should pay attention to when the candidates are hired. Do not give up this valuable opportunity! 14. Making Hiring Decision Too Rush: Hiring Mistake No. 13 - Make Hiring Decision Too Rush Perhaps the number one reason why hiring managers got a bad hire is because they are more concerned about hiring quickly than well. When you rush screening and interviewing, you tend to overlook huge or ignore important red flags of candidates, such as: • Their resume is full of typos and grammatical errors • They arrive at the interview late • They don’t ask the right questions (or any questions at all) • They are not prepared for the interview and/or do not understand the position/company they are applying for • Their technical knowledge was wrong or they did poorly at your test assignment Even if you don’t ignore this important red flags, you may tend to miss some important areas for consideration. Or you may compromise for such areas of “poor fit”. This usually happens when you have emergency hiring that you consider no matter what kinds of persons are, it is always preferably to have one more staff helping you. The consequence is that it will increase your chance of getting a wrong hire, who will further create more troubles than you currently have now. Solution. Always remember, while emergency hiring is necessary in some cases, but the faster you move through the interview process, the more likely you are to make a decision that you may suffer in the long run. Always ask yourself, “Is it a must to fill in the position now? Are there any alternatives?”. Unless you absolutely must fill a position a now, slow down and consider carefully will help you to succeed in getting a true right hire. Give yourself enough time to prepare a comprehensive and clear job posting, do your detail background check on each of the candidates, prepare the best interview questions, look out for the signs of a bad hire and evaluate your candidates carefully and objectively. And don’t forget to take your time to do a reference check on your own. The highest the position you are hiring, the higher the cost of having a wrong hire, therefore, the more the time you need to take to find a right fit. Don’t easily get compromised if the candidates don’t fit you. When hiring is really urgent and immediate, still try your best to list down the most important areas you look for a candidate, what you can accept and what you definitely cannot. If you really cannot afford to have a formal structured recruitment process, consider finding a part time or temporary staff to fill the staff gap and take your time to find a good permanent staff. In this way, you can minimize your chance of getting a wrong hire. Thank you. 15. You Are Too Optimistic: Hiring Mistake No. 14 - You are Too Optimistic We know that there is no perfect candidate in the job market and it takes time to find the best fit. Due to time constraints, desperation, or whatever else the scenarios may be, you may choose to overlook the potential issues that you have identified during the hiring process. You may be tempted to assume that these issues would become less serious or would improve as times go by. In general, there are 3 areas that you should pay special attention to: 1. You rationalize their red flag You heard and saw little things during the process of interviews that will make you take pause. They will stick in your head and you’ll try to push them to the back. They concern you, but you rationalize it and figure it won’t be a problem. Then the day comes and you say, “Well…I knew that when I hired him.” These are the red flags you noticed in the process. 2. “Maybe They Will Change” You may see someone whose personality, attitude and work approach did not fit your Company, but you try to convince yourself that they will change the behavior as times go by. However, while skills and knowledge can be acquired, some intangible things, particularly, personality and attitude are difficult to be trained especially for an experienced job seeker. 3. “I Can Teach Them That” Although this may be true, you must understand what you are signing yourself up for. Do you really have time to teach them the basic skills they need to qualify for the job? If your company does not have a great training and development program to support this, odds are it won’t happen. You can probably get away with teaching them the nice-to-have skills, but don’t think you’ll be able to teach them the core critical skills. Note, this is different than teaching them the job or teaching them how to use the resources, software, systems and tools to do the job at your Company. You’ll have to teach anyone you hire how the job is performed at your company but in terms of core skills, it requires much more effort and time. Solution - Sometimes the problems are not because we did not notice them, but because we are too optimistic that we believe ourselves can fix them. However, in reality, there are always many uncertainties and the world is changing very quickly every day. I am not here to suggest you not to be believe yourself but you need to be very cautious and do a reality check honestly. Don’t be too optimistic or overlook the current situation at your Company. Say, for the red flags, while some behaviors can be changed, personality and attitude are difficult to be trained or learnt. If during the interview, you have concerned about any issues and think they will change, then please think carefully again before you issue the job offer. Ask yourself, what made you believe they would change? How strong are these drivers? What if they don’t change, will they create troubles to you, which may even more than their contribution? For instance, maybe you spot someone with a strong ego but very good at technical skills, you need to assess this very carefully. Strong ego will bring many unexpected negative impact, say it will likely hurt the communication and your team’s harmony. On the other hand, yes, technical skills can be learnt. However, if someone is applying for a non-entry level job with poor technical skills, you will need to ask yourself, how much time can you afford to teach them and guide them in details? Are you really patient with their mistakes during this learning period? My advice is, if you are currently very busy and your Company emphasizes speed and fast but quality work, it would be better to avoid having to teach your new hires the core skills needed to perform the job. Always remember that candidates are doing their best behavior during the interview process. If you notice red flags then, multiply it by 10 and that’s what you’ll eventually get. Don’t rationalize red flags. They will probably become problems. Also, ask yourself, if the other way round, you are working for this person, can you work with them with the issues that you have identified? If you feel uncomfortable, it would be better not to hire them, or your worries will all come true when they were onboard. Lastly, before you issue the job offer, always remember to do the reality check honestly. 16. Assume Hiring Work is Over After Job Offer Acceptance: Hiring Mistake No. 15 Assume Hiring Work Is Over after Job Offer Acceptance Many employers believe that once they have issued the job offer to the selected super star and they accept it, then the recruitment process is over. However, this actually means the start of a new period. Perhaps you may not notice that there is a long time lapse between the job offer acceptance date and the official first working day. Even if they appear on the first working day, it does not guarantee that they will stay long, become loyal, productive and efficient staff. Remember, you want your new hires and as they are bright, other employers also want them. So if you do nothing or you just let your new hires rely on their own effort, you will run high risks that they will accept other job offers within the first 3 months. Based on researches, over 30% to 52% chances that your new hires will quit within the first 90 days and you will have to re-start the long recruitment process again! Certainly, you don’t want this to be happened. You want your new hires to be productive as quickly as possible. You want them to deliver you better results quickly. So how can you minimize the risk of losing your great talent? How can you get them to work for you efficiently and quickly? Solution - Luckily, research shows that giving your new hires an impressive onboarding journey has has a very huge positive impact on employee’s motivation, engagement and retention. It helps to achieve what you want for your new hires and reduces their risk jumping ship prematurely. Onboarding is also the period to set right expectations to your new hires. Simply letting your new hire to adapt to the new environment by themselves are never not enough. How they will perform in the future, actually highly depends on you! So what should you do? Onboarding is a big topic and I can talk about it for 3 hours but not 3 minutes. It is much more than the common understanding of orientation talking about the Company’s mission, vision, history, policies, rules and guidelines. It includes what you need to do to engage and motivate them by various means. Onboarding starts, not at the first working day of the new hires, but at the moment when you issue the job offer! So if you provide a VIP interview experience to sell them the job and the Company, you should continue to do the same, from the moment they accept your job offer! Start your employee onboarding early and make sure to engage your candidates right after issuing offer. Give them some homework: documents to review, tools to download or learn. You may even consider inviting them to company gatherings so they can get to know the team before joining. Basically, there are 4 critical successful factors with onboarding, namely, Compliance, Clarification, Culture and Connection. Compliance refers to basic company’s rules, policies, regulations and staff handbook that the new staff must follow at all times. Clarification means employees should be crystal clear about their new jobs, roles, responsibilities, timelines and all related expectations, so as to prevent potential performance issues. Culture means providing the employees with a sense of the Company’s norm, including values, beliefs, attitudes and principles that drive work, behaviors and relationships in the work environment, both formally and informally. Lastly, connection refers to the interpersonal relationships, trust and social networks that new employees must establish. They need to feel socially comfortable and accepted by their peers and supervisors. These 4 key words should be fully integrated into the onboarding journey. Meanwhile, you need to provide what they need to make them successful at the job and also ensure that they got both you and your team’s support. They should know what they are expected of very clearly and they can enjoy an early wins to establish themselves at the Company. Apart from closely monitor their performance, you should also hold regular feedback sessions with them to ensure that you close their gaps and solve their questions promptly. Actually just your individual effort is not enough, it would be better to get involved of others. Remember, how long your new hires stay also depend on how well they go along with their coworkers and the team. So you need to manage your team on how to support the new member as well as their emotions and impact arising from the new hires. Buddy system and mentorship can help but you will need to do some more work on your own team. Make sure that they will not scare your new hires away! Or the other way round, they will not be scared by the new hires! In short, you need to think very carefully how your new hires will succeed at this position and what kinds of support they will need. Build trust, rapport and relationship with them as early as possible. Not only work performance, you need to help them to establish their social network at your Company. Based on the job requirement of each position and the background of your new hires, you can then customize an individual onboarding program for them, with clear objectives, milestones, expectations and development plans. There are a lot of things to do for onboarding and it is not simply a new hire 30, 60 and 90 days checklist that ensure you to fully manage the issue. Also, every employee is different and you need different onboarding program for each of them. But don’t worry, once you understand the essential elements to keep them engaged and motivated, you will be able to prepare an impressive one for your new employee Hard work is required and there is no shortcut. However, putting your effort and time on building an effective onboarding for your new employees is a good investment. You will definitely gain your reward in the long run with a positive return on investment. 17. Conclusion: Conclusion - I hope by sharing these common hiring mistakes with the solution, you can do your best to avoid them. Remember, always get prepared before interviews. Ensure you ask great questions and listen actively. Consider all aspects of the candidates in relation to the job. Sell your Company and the job role appropriately. In this way, you will likely get your best hires who are really a good fit for your team and your Company. If you find any of your hiring skills are missing, acquire and master them beforehand, so that you are professional and can get the most of the candidates from the interviews. Remember, if you don’t act professionally during the interview, not only you may face the risk of losing your bright candidates, it is very likely that your candidates may bad-mouth you or share their bad interview experience with their friends and relatives through social media. In this way, your Company’s reputation and brand name would be at risk. You will suffer from double-loss, loss in good candidates and damage in Company’s reputation. After getting your new hire onboard, remember to provide them an impressive onboarding journey to keep them engaged, motivated and satisfied. This is the only way to turn them from an interviewee to your helpful, loyal and productive employee. Always remember the 4 critical successful factors in onboarding, Compliance, Clarification, Culture and Connection, and put them all in the onboarding program for your new staff. Ensure regular productive feedback with your new hires and close their gaps and worries. Manage them and also your current team. Doing all these right, you will build a successful team in the long run. Talent acquisition, engagement and retention can be learnt and mastered. If you would like to learn more and have any questions, please feel free to contact me. I have a Facebook Group to support you. Lastly, I hope this course is useful for you. Wish you all the very best in your recruitment process. Hope to see you again in my future courses, too. Thank you.