Avoid Recruitment Process Failure – Get Coworker Insight
Most parents know the best way to get their kid’s buy-in on family decisions is to have the kids be a part of the decision making process. One of our partners, The Metiss Group, had an employee who was dreading a family vacation with his two teenagers. Instead of he and his wife just planning the trip, he had his son and daughter plan several of the activities. The family ended up having one of their best vacations. Getting group input when putting together job descriptions is a vital part of the recruitment process.
Whether you are defining jobs using a traditional description, or an Accountability Matrix, you’ll want to get input from the people who will interact with the individual on a regular basis. This is important when you start to outline the key job requirements, such as responsibilities, performance standards, education, experience, technical skills, and interpersonal skills.
The supervisor and/or HR are generally responsible for defining job requirements. Soliciting input from those closest to the job, or those impacted by how well the job is performed, provides several important advantages:
* The people working closely with the job know whether it’s being done correctly or not – often because it impacts their work;
* Gaining input from these stakeholders create more robust success factors for the job;
* Consulting the stakeholders creates a commitment from them to the individual in the job to succeed since they had a hand in defining it;
* When coupled with a disciplined selection process, the learning curve is shortened because involved co-workers aren’t just waiting for the new hire to fail.
Just imagine the support your new hire will feel.
By empowering hiring managers to ask for input from colleagues when defining their jobs, they will likely experience more confidence and success in their placements.
This entry was originally posted by The Metiss Group – For over 20 years, The Metiss Group has strived to remove unpredictability and optimize performance for organizations. They rely on behavioral science to address hiring issues, underperforming teams, disharmony among leaders, and much more.