Introduction
In staff selection, sadly sometimes the new employee “just doesn’t work out”. You’re probably aware of my unconventional views about staff selection: no resumes, put interviews last, test for on job competence, ignore references and the rest of it.
“Insulation” Not Capitulation
With the best will in the world from both parties, staff selection errors occur. When this happens you need to “cut your losses” not give in and “wait and see how it goes”. Staff selection’s very expensive. Insulate yourself against poor choice.
Competency Testing
Part of your staff selection process must include some form of competency testing. Short-listed applicants must actually demonstrate, to your satisfaction, that they can do the job. But that may not be enough.
Reasons For “Not Working Out”
New staff “don’t work out” for many reasons other than lack of skills. They include:
- The demands of the job change unexpectedly due to market force or unexpected staff movement
- The new employee simply doesn’t “fit”
- Change of personal circumstances of the new employee
- Some behaviour deficiency that emerges after appointment
- Inaccurate expectations of the job by the new starter.
Whatever the reason, if it’s apparent that the new hire “isn’t working out” then “something must be done”.
Keys To “Insulation”
The key to insulation is to remember that it’s about performance. You need a performance plan. You must decide the exact, measurable performance you’ll be satisfied with after 6 months. Remember you must describe what you want the new employee to be able to do. Selection isn’t complete until he or she is settled and competent on the job. Then, decide what you want the new employee to be able to do
- after five months
- after four months
- after three months
- after two months
- after one month.
Next, decide how you’ll measure the desired performance at the end of each monthly period.
Finally decide which experienced employee will mentor the new person and discuss the performance goals with that employee. You’re ready to welcome the new employee.
Incidentally, if you expect the new employee to be fully competent within 3 months use a three month rather than a six month plan.
On Commencement
Sit down with the new employee and explain the performance goals and standards. Start with the six month goals and work backwards month by month. Introduce the mentor and go through the goals and standards again.
Where’s The Insulation
The insulation is in the plan. You see, if someone “isn’t working out” you need to know about it as soon as possible. You need to take action as soon as possible too. The plan provides that. It also gives the new starter the opportunity to raise concerns too. By meeting monthly with him or her and the mentor you can take remedial action before a minor issue becomes a major problem.
Performance Not Personality
In conducting reviews, ensure that you focus on performance not personality. It’s easy to misunderstand or even disapprove of some behavioural characteristic. If the new employee is meeting performance goals, that’s what you want.
Why Bother?
Staff selection’s very expensive. It’s simply dumb to make a poor appointment that you have to terminate because they “don’t work out”. You want every new employee to “work out“. You need to monitor their progress carefully, regularly and professionally. And you need to reassure the new starter that you want them to succeed.
Conclusion
You can only do your job well if staff do their jobs well. The more time and trouble you take to ensure new staff to meet performance standards the better it will be for you in the long run. And you’ll save a lot of unnecessary expense too.
What To Do Now
Review the process you currently use when a new person starts. How could it be improved? Recall any time you’ve “had your fingers burnt” when a new employee “didn’t work out”. What did it cost? Please leave a comment and tell us about your experience.
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