The selection of personnel continues to be important in the development and growth strategy of companies. Identifying the necessary human capital at all times requires a precise analysis in order to avoid bad hiring.
In recent years, we have been encountering various situations in the world of personnel selection.
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There are large exits from the labor market of trained professionals, while the young talents who join the job search do not find a place to grow professionally.
This generates a gap between labor supply and demand, leaving a wide range of talent available in the market.
In terms of recruitment, this would seem to facilitate the search for professionals when vacancies are generated in companies, so that a priori it would not be difficult to find talent and also have a choice.
To do this, it would be enough to publish ads on the appropriate websites and rely on personal interviews, guided by the professional experiences of each candidate. It would be necessary to invest little time and a reasonable personal analysis to be successful in the selection.
But, positions change and will continue to change, current roles will disappear and new ones will emerge.
The aforementioned reality is false, the search processes are lengthened, there is no certainty about the possible performance of the candidate, or his future success, generating bad hiring for the company
Negative aspects of bad hires
Large corporations have been aware of this and have set in motion to create talent attraction systems with their differentiating employer brand.
At the same time, they have created their development models and potential evaluation to incorporate and invest in the talent that can evolve towards the new skills required by the environment.
There are different studies that show the negative aspects that a company can have due to "bad hiring", some of these are:
- Recruitment expenses: employment websites, contact time on networks...
- Costs of the service of a selection consultant in the event that it is hired.
- Curriculum filtering time, telephone and face-to-face interviews.
- Administrative contracting expenses (internal or external consultancy).
- Costs attributed to training, reception of the new employee, lack of productivity in the first weeks.
In addition, there are intangible costs for the company, such as the loss of opportunities with clients and the market, as well as the possible effects on the internal work environment..
How to prevent these unwanted costs resulting from a bad contract?
- Incorporate professional methods of prior evaluation of talent.
- Anticipate the demands that the digital economy
- Identify current and future skills and abilities.
- Recognize in the talent the present motives and aspirations, which are aligned with the values and purposes of the organization.
- Determine the individual potential of talent and project their future opportunities.
- Make decisions integrating all this previous information.
- Give continuity to the process of attracting and retaining talent with an attractive and professional management of the evaluation and selection process.
- Give and ask for feedback from the participants once the selection process is finished, to find out the points for improvement.
In conclusion, it is about putting together and ensuring the best decisions on the incorporation of people, based on professional talent prior evaluation systems, thus improving your employer branding and attracting the right talent to your organization.
PS: At Hirint we can help you improve your selection processes and discover the skills that the candidates possess.
Don't wait, ask for your free demo HERE
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