You know, the one with countless phone screens and multiple onsite interviews. The one that dragged on and on and on to the point where you considered giving up altogether.
Now, you find yourself on the other side of the equation. You’ve made the big time. You’re a manager, and your boss just told you that you have to fill five positions by the beginning of the next quarter.
It’s one thing to fill jobs with any candidates. Though the unemployment rate is the lowest it’s been in quite some time, 11.5 percent of Americans are underemployed, which means there’s a good chance you won’t encounter a shortage of applicants.
But it’s another thing to fill jobs with the right candidates.
The onboarding process is an expensive one. In addition to simply paying the salary and benefits of a new employee, you’ve also got to pay for the time you’re investing in the process yourself. Since that’s the case, you don’t want to risk hiring candidates who probably won’t work out or those who seem like perennial job jumpers. You want candidates who fit, especially because the cost of losing an employee is roughly equivalent to 38 percent of that worker’s salary.
So how do you find the best candidates? If you’re looking to improve your onboarding process, consider these three tips to make sure you place the right people in the right positions:
Accelerate your hiring process. Even people who are desperate for jobs will be turned off by long, drawn-out onboarding processes.
If you can’t make a decision quickly, there’s a good chance the best candidates will make up their minds first: They’ll choose not to work for a company that moves so slowly.
Believe it or not, nearly 80 percent of recruiters say prospective employees should be given formal offers within six days of their final in-person interview. So when you find the candidate you feel confident will excel in a specific position, don’t beat around the bush.
Chances are if you hesitate, you’ll likely have to settle for less than the best.
Consider unconventional approaches. Sometimes candidates will have A+ résumés. They’ll dominate the phone screens, and they’ll wow your socks off during the in-person interviews.
But from time to time, once these candidates settle into the job, they’ll just plain suck at it.
To avoid such a scenario, it might be time to start thinking about the onboarding process a little differently. Ask yourself whether it’s even necessary for you to make candidates submit their résumés. After all, studies have shown that these documents are actually terrible ways to gauge how well someone will perform in a position.
Maybe it’s time to consider incorporating challenges or tests into your onboarding process. If you’re hiring a writer, for example, why not give that person a trial assignment to work on instead of going through the old-fashioned interview process? Let’s say you’re hiring a chef instead. Rather than inquiring about a candidate’s background, why not ask that person to cook you a meal?
By approaching the onboarding process from a different angle, you’ll have more insight into what you can expect from certain candidates should you choose to hire them.
Describe the role and the company accurately. Candidates will almost certainly be turned off by job postings that explain the role in company jargon that makes absolutely no sense to anyone who works elsewhere.
The more clearly you articulate job responsibilities and the skills ideal candidates should have, the more likely you’ll find a good chunk of well-qualified candidates who are eager to fill the role.
So be honest and upfront about what the position is. Also be sure to let candidates know what they can expect while working at your company.
If yours is a business that cares about people showing up exactly at 9 a.m., for example, it’s worth letting candidates know that. In doing so, you’ll weed out workers who enjoy making their own schedules. You won’t waste anyone’s time.
So how are you going to fill those five spots?
It’s important that you remember the onboarding process works both ways: You have to sell your company to the best candidates just as much as the best candidates need to sell themselves to you.
The more effort you put into the process, the better the rewards you’ll reap when all is said and done. It’s as simple as that.