The Management Philosophy - You've Got A Pulse - You Got The Job! Not A Good Leadership Practice.
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Hi, Managers and Supervisors. How's it going?
In this podcast episode, I will be discussing hiring staff and why it is not a good idea to hire someone with the Management Philosophy - If You've Got A Pulse - You've Got The Job!
I was at an appointment almost a year ago, and the doctor told me that they were desperate to hire someone quickly. She said if they got a pulse, they got the job. We both laughed. She said we need another body in here as soon as possible. I responded, Sometimes, that doesn't always work out because they may not be the right fit or have a good work ethic. The funny thing is my husband was talking to me a couple of months before that and suggested that I should write a blog post for "You've Got A Pulse, You Got the Job!"
I guess God and the universe were telling me it was time to discuss this topic. So I did write a blog post about this topic back then, and I wanted to share it on the podcast because, as a manager or supervisor, I feel this is not a good leadership practice.
Filling a chair or position to have a body in it is not a very good idea. When hiring managers don't spend the time to make sure the candidate is someone qualified and will connect well with staff and customers in the long run, it will cause more anguish for everyone involved. Why is that?
One person's bad attitude, incompetency, or lack of motivation can destroy the work environment.
Yes, I understand that some companies are understaffed and need people immediately because of high turnover, high caseload, or staffing ratio to the patients, or security and safety reasons and with the Great Resignation happening. However, look at the time and expense of training someone; you will eventually have to let go, or worse, keep someone that is incompetent or a kick-starter to the other employees and customers and causes complete chaos in the workplace.
Lowering the hiring standards is not the answer!
Take some time in the hiring process to get to know the candidate. Then, review the resume and job application.
Does this person change jobs every few months? If so, why? Are they promoting or some other reason listed? If not listed, ask the candidate.
What kind of positions have they done in the past? Is it equal to the job qualifications?
Have specific questions about the job in the interview for the candidate to answer. Were the answers clear and concise, and right? After the interview, call the candidate's references. Have specific questions about attendance, team player, customer service, and work performance.
If references check out with positive recommendations to the questions answered, ask the candidate to come back and meet your staff if this is allowable in your company.
Have the candidate engage with the team and see what the job duties entail.
Remember, the employees have a vested interest because they have to work with this person. If you have an open, honest relationship with your employees, they will give you their opinion. Ultimately you have the final answer on who to hire and who not to hire.
Spending a little time checking out the candidate may save you, your staff, and customers frustration and protect the company's bottom-line on training and hiring the wrong person.
Here are some Self Reflection Questions to Ponder or Journal about:
What have been my hiring experiences in the past?
What worked well and what didn't?
What suggestions from this podcast will I incorporate into my hiring process?
Today's podcast Affirmation
I make good hiring decisions!
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Until next we meet again!
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