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Tue, Sep 25, 2012

Talent Acquisition

The True Costs of Poor Recruitment Campaigns

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This guest post is by Suzanne McMinn, head of human resources for Workplace Law. She is a Chartered Member of the CIPD, with over 15 years’ experience in HR. She has worked in both the private and public sector, advising clients at strategic and operational level covering a broad range of HR support issues.

Even a mid-level recruitment campaign can quickly get expensive. After all, it takes time to sort through applications,  interview candidates and select your final choice.

But that exercise is just the tip of the iceberg; you then enter into a comprehensive induction process where your new employee learns all about the company, the job and their  colleagues. There may be the additional costs of new equipment, uniform, tools or computers to ensure that the new person can ‘”hit the floor running.”

In effect, by the time the new person starts you are way over the pleasantries of trying to sell your company to them, you just want them to understand what is needed and get on and deliver it! Being a supportive employer who wants everyone in their team to succeed, you will of course provide them with everything that they need to be a success, including the right tools to do the job, a clear direction of the work that is needed, a buddy or on the job training.

After all this investment, it’s a real letdown if the person that you have brought into the organization isn’t the employee that you expected them to be. You will start to ask yourself – “is this down to us, haven’t we supported them enough, did we mislead them in the job advert, were our expectations too high? Or is theirs? Did they talk a good talk in the interview process, but now it seems that they can’t walk the walk?”

You have tried to  coach them back on track – but now you just want the person to leave.

It can be difficult and it’s certainly not pleasant, but if your new employee does not have the right skills or ability it’s time to part ways. If you have a probationary period that they are still within, it’s time to close it down and confirm to the employee that they have not met the terms of their probation requirements.

You are now left with the issue of undoing what they may have done in their short time with you.

Consider the morale to your existing team; they may well have been covering the workload until a new recruit was in situ. Delighted that you had finally appointed someone where they could relinquish the work, they are now devastated at the fact that this hasn’t worked out and they will be required to pick it all up again!

The impact that this has to your clients is also something that you need to address.

The message from this is, really think about what you are recruiting for, advertise with clarity to get the best candidates, look at the key skills and abilities and then test them thoroughly during interviews and assessments. Don’t get desperate and settle for something that you weren’t really looking for. If you need to go back and advertise again, then do it. Just don’t settle for a poor recruitment decision.

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  • http://vitamintalent.com Susie Hall

    So true! Vitamin T made an infographic outlining some of these same costs of hiring what we call “The Working Dead”, and we agree – think first & hire carefully: http://vitamintalent.com/vitabites/the-true-cost-of-a-bad-hire-infographic

  • http://Www.idoinspire.com Jody urquhart

    Be really clear on the job and what is expected from an employee. So many just leave it to the disgruntled employee leaving to train the newcomer. Bad choice