Introduction
It doesn’t matter if you sell cars or not. You’ve probably bought one. Buying a car is a retail purchase. Staff selection is a retail purchase too. You’re the buyer. Candidates are sellers. Shouldn’t the two activities have much in common?
Job Analysis
I wanted a second car to drive around the city. I decided to choose it professionally. So I sat down and wrote out what I wanted the car to do to satisfy me. My needs were quite precise. This car would not be the primary vehicle in my family. It could be small. But it would have to be easy to drive and park and economical to run.
When I’d finished my analysis I wondered how to find the ideal car to meet my needs. Then the solution came to me.
Obtaining Applications
I’d put an ad in the local paper. I’d explain precisely what I expected from my second car. I’d invite dealers to write to me. They could explain in writing why I should purchase the particular car they had for sale. But they’d need to state clearly how their vehicle would suit my needs.
Short Listing And Interviewing
I’d sit down and read all the information I’d received from the dealers. After reading their submissions I’d decide which five dealers offered cars that seemed to best meet my needs. Then I’d invite those five dealers to my office. They could to explain to me in person why I should buy the particular car they had for sale.
Reference Checking
After the interviews I’d phone some people who’d already bought and driven the cars. The dealers could provide the names. I’d also ask the dealers to provide written testimonials from satisfied owners.
I wouldn’t actually drive the car. The opinions of the current drivers and the submissions of the dealers would be sufficient. But I’d insist on a 90 day warranty.
Second Interviews
Once I’d checked the testimonials and spoken with the other owners, I’d classify the possible cars from 1 to 5. I’d also note any concerns I still had about their suitability to meet my particular needs. I’d arrange for the top 3 dealers to visit me again and answer my queries.
The Decision
After that, I’d decide which car to purchase, negotiate a good price with the dealer and lo and behold, I’d have a new car.
Noone’s Gone Mad!
By this time, you probably think I’m a step away from incarceration in a “funny farm”. And you’d be right. But just consider what I’ve done from another perspective.
Buying Cars And Buying Staff
Staff selection is about choosing a resource – a person – to get a job done. Car selection involves buying a resource too. So does it make sense to
- run an ad asking car dealers to write to you,
- accept at face value what the dealers write to you and shortlist on that basis,
- readily accept that the testimonials and referee names the dealers provide are valid, trustworthy and totally objective,
- allow the dealers to “sell” you through a face to face interview without proof that their cars could actually do what they said they could do?
Wouldn’t you
- want to test drive the vehicles,
- demand independent, demonstrable proof that the vehicles were as good as the dealers said they were,
- be at least slightly suspicious about the objectivity of the material that dealers provided?
A small car costs around $20,000 plus maintenance. It’s a one off cost. A new employee costs around at least $50,000 a year regardless!
Conclusion
Would, you really buy a car using the method I’ve described in this post? Yet, with variations, it’s essentially the method most managers use to “buy” a new employee? Doesn’t make sense; does it?
What To Do Now
Have a long hard think about your staff selection procedure. Would you buy a new car the same way? If you wouldn’t, reconsider the way you “buy” staff.
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You’ve got great insights about cars for sale, keep up the good work!