by Kenneth R. Cohen, PhD
Published in The Scientist, Volume 8, No. 24 January 24, 1994
One of the most cost-effective ways employers can get the most from their available resources is by increasing their effectiveness in the selection of their key employees. Much research shows that hiring the “right people” is a critical determinant of an organization’s success. Unfortunately, although hiring authorities usually are technically astute in their own disciplines, they often lack the knowledge and skills necessary to make effective hiring decisions. They often make uninformed decisions resulting in resignations and terminations, reduced productivity and morale, and wasted time and money. Having had many opportunities to help a range of organizations to improve their, “strategic selection” processes, I’ve identified some of their more common and ineffective practices, which I call the “Dirty Dozen: The 12 Deadly Sins Of Hiring”:
- The employer sells the job to the candidate. The employer emphasizes the positive aspects of the job to prospects and presents it as, “This is the greatest job you’ve ever seen.” Then, after the person begins the job, he or she discovers that the job’s not what was expected.
- The candidate sells himself/herself to the employer. Candidates are now much more sophisticated interviewees. They even have books that describe how to answer specific questions telling the applicant to say what the employer wants to hear, instead of what’s most important to the person. Plus, candidates frequently misrepresent…
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