There is usually a “honeymoon period” after every new hire begins work. How long this lasts varies to a great extent according to the corporate culture. Even the most demanding environment can feel exciting at the outset, but then reality sets in and that is when an individual’s suitability becomes truly evident.
The problem is the hiring process seldom allows for such filters to be activated. A great deal of effort is usually expended on seeking the best talent and then reeling it in. Yet I have never found a selection process that ever really works that well. To begin with people are frequently brilliant actors when it comes to furthering their careers. Most of us are prepared to lie – or at least massage the truth – in order to land the job we want. Employers can check qualifications and take up references, process applicants through cv scanning systems and assessment centres but still get it completely wrong. In fact the more people involved in the selection process generally the worse the outcome. I once got involved towards the end of a selection process after an interview panel had produced a shortlist of two following a whole day going the rounds – only to find that one of the candidates had a massive and unexplained gap in their CV. It transpired they had a serious medical condition that prevented them from driving or travelling by air – which was slightly relevant for an international business development position.
There are ways of detecting serious errors at the hiring stage of course – when, for instance, interview panel members start to say such things as “on the one hand … and on the other hand …”. If there are misgivings why try to balance them out by positives?
Its Ok when bringing in new graduates, many junior staff or those off the unemployment register – as most will accept initial periods on probation or even internship. Enticing someone to leave an existing job is another matter – and that is where we get it often so wrong. We like and respect periods of long service without thinking sometimes that a change of work environment may take someone out of their comfort zone. Equally we can make the fundamental mistake of looking though a CV showing a list of short-term jobs and assume that other employers are sending us a warning message – when it is the individual who is seeking the right position and not settling for less.
Whatever method we use to secure employees we should never forget that the proper assessment comes months down the line and it is then that we must focus our greatest efforts and be prepared to accept that a hiring decision was flawed. How many companies treat such initial reviews seriously? How many hiring budgets put aside sums to cover such contingencies? So let’s remember the words of Theodore Roosevelt “In any moment of decision the best thing you can do is the right thing, the next best is the wrong thing, the worst thing you can do is nothing”.