As a business and executive coach, the first question I ask business owners or leaders of organization’s is: “What’s the most challenging thing facing you right now?” Invariably, the typical response is finding people that would make good employees.
Ideally they’d like to find good talented people. Perhaps even great. But if they could just find good people, they’d be happy. They can always train good people and put them in position to win.
You’d think, in this challenging economy, it would be easy to find good people. But it’s not.
Well, the typical hiring process starts with placing an ad or hiring a recruiter, scouring dozens if not hundreds of resumes with the ideal keywords, phone interviews, in-person interviews, check references, then pick someone.
On paper these candidates look like superhero action figures. When in reality, what we see on the service clouds what’s underneath. Who they really are as people.
What most companies don’t realize is this process is biased. That’s right. Hiring managers choose candidates based on their personal preferences. Most of the time, their bias clouds the decision process.
Is this your process? How’s it working for ya?
Most companies hire for experience and fire for attitude. With my clients, I help them hire the right person the first time by conducting a Job Benchmark. The benchmark removes the bias by looking at behaviors, motivators, values, competencies, and emotional intelligence. Contact us to learn more.
Today’s guest post is by Bill J. Bonnstetter, chairman of TTI Success Insights and founder and chairman of Target Training International. Bill is a pioneer in the assessment industry because of his significant contributions to the research and study of human behavior.
I’m proud to be a partner of TTI and represent their behavioral assessment offerings.
Photo by Steve C.
Curing Your Company’s Revolving Door Syndrome – Why Paying Employees $25K To Quit Is Illogical
How is one company determining whether unhappy employees want to stick around? Dangling cold, hard cash in their face.
Riot Games, Inc. is offering up to $25,000 for employees to up and leave the company, no questions asked, within 60 days of employment if they are unhappy in their jobs.
The Santa Monica, Calif.-based videogame maker believes simply throwing money at the problem and shooing unhappy employees out the door will solve their talent apocalypse.
“Rather than allow mismatches to fester, we want to resolve them quickly,” Riot Games explained in their announcement. “This is good for the company, and good for the professional.”
Riot Games isn’t alone in this farcical proposal.
Their offer comes on the heels of similar enticements by Internet retailers Zappos.com and Amazon.com, which pay employees $2,000 and $5,000, respectively, if they opt to quit.
Problem is, these pay-to-quit strategies aren’t solving anything.
If Riot Games is willing to pay a sum commensurate to someone’s annual salary just to get rid of them, how much would they be willing to pay someone to ensure they’re a proper fit from the onset?
Riot Games is almost guaranteed to see a revolving door of employees deciding a sudden $25,000 windfall is worthier than being locked into a game of chicken, where each player — employee or employer — is waiting to see who will act first.
There are better ways to ensure people aren’t just sticking around for a paycheck.
Regrettably, Riot Games is treating the symptom and not the cause, and interestingly, could have the right person in their doors but merely in the wrong position.
If only Riot Games took the time to determine a proper fit from the get go — hiring shouldn’t be a personality contest — or worked with employees to see where their talents could be put to better use.
Hiring right the first time through a benchmark approach, and using validated assessments, is an inexpensive way to achieve maximum performance.
As we say here at TTI: If the job could talk, it would explain precisely what was necessary to achieve superior performance. We could ask it to tell us about the:
- Knowledge a person needs
- Personal attributes required to drive success
- Rewards for superior performance
- Hard skills vital for the job
- Behaviors necessary to perform at peak levels
- Intrinsic motivators
Because if companies like Riot Games don’t have a plan in place to bring in the right people who are energized and dedicated from Day 1, then they are simply throwing money out the window.
Surely getting it right the first time makes all the difference in the world… starting by knowing what you really are looking for. I agree with you that paying people to leave is tackling the issue from the wrong end. However, in my last role I had hired folks (internally) from all over the company to build a new organization. I brought them all together for a several day summit to discuss our vision and plans. In my opening remarks I shared that at the end of the 3 days if anyone was not fully committed to what we wanted to accomplish, I would personally help them find another job in the company… that they could talk to me privately and I would be sure they landed in a comparable job safely. Ithat I knew this was tough work and not for everyone. No one chose to leave, but over the years so many folks told me how important that message was. They felt like they had “chosen” to join twice and were even more committed.
Great story. Thanks for sharing Karin.