Recruiting Best Practices: Hitting the Target with Performance Based Hiring

Performance Based Hiring

Most HR professionals play the numbers game as the formula for success. The goal is to present as many candidates as is feasible, as fast as possible, until someone gets hired. Yes, this approach creates large databases that many HR firms can brag about and impresses hiring managers with the number of available candidates, but it also leaves candidates feeling lost in the muck of the employment pool and hiring managers overwhelmed with making a candidate choice.

Every recruiter has a responsibility to both the hiring manager and candidate. People are not part of a supply chain and production line! Stop the process of “More Candidates” and focus on performance based hiring with these four steps.

Limit the number of candidates

During the initial on-boarding with the hiring manager, fine tune the conversation for expectations by making the statement that your recruiting department will be providing three candidates for selection per open position. This concept for applying lean thinking to the hiring process saves them time and effort, while making their selection less frustrating and disappointing in the long run. Therefore, the primary responsibility for the hiring manager and recruiter shifts from volume of candidates to determining the specifics of what standards are expected for the hire.

Define candidate fit based on expectations and not skill sets

Given this “three strikes and you’re out” concept, on the job success needs to be defined as a set of measurable expectations that go beyond a list of skill sets. Ask the hiring manager: “What does a new hire need to do over the course of the first year to be considered successfully?” Create four to five performance objectives that have clearly defined tasks, a road map of actions to be taken by the new hire and a measurable result. Use these performance objectives to screen candidates, by asking them to describe a time when they were successful at completing a comparable objective.

Benchmark each candidate

Before formally presenting a candidate, review your candidate screening notes with the hiring manager and benchmark whether or not expectations are being met. If off target, stop and figure out why and adjust expectations and repeat the process until you are on target. Only present a candidate for interview that you believe has met the expectations.

Find out why a candidate is not selected

Ask to sit in on the first interview of any candidate, so you can have a first-hand look at interview performance. When a candidate is presented and the hiring manager declines that candidate, the recruiter must find out the specifics of why this candidate was not a good fit before presenting a new candidate. Sometimes, the candidate may need a little interview coaching or maybe the hiring manager needs some tips on becoming a strong performance based interviewer. Use this information to adjust the standards for screening the next candidate offered and prepare them for interview.

The Manus Group Stephanie YoungAbout the Author

Stephanie Young is the Vice President of Sales and Marketing for The Manus Group, where she is an active blogger, social media contributor and spokesperson for one of the nation’s leading automotive recruiting and training firms. In here spare time, Stephanie mentors and encourages  young woman to pursue their interests in STEM field careers and is the driving force in her “Share the Love…Be a Volunteer” program.

If you like this blog, please share with others and connect with Stephanie on Facebook and LinkedIn.

Copyright © 2017, Stephanie Young All rights reserved.

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