We’re finding that too many of our new hires don’t last very long at the company. We think a lot of the problem is in our selection process. What can we do to beef up our hiring system to get hires that stick with the organization?
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- We find that when people don’t match the position, either because they are overqualified or underqualified, they tend to fail. So we tailor our selection process to the specific position and we try to include a “typical-day-at-the-job” component. If they are design engineers, we ask them to design something, or at least spend some time in the lab with our designers. If they are applying for an editorial position, we ask them to write for us. We believe doing so gives us an edge in retention. — R.B.
- We had this problem, and we realized we were faltering after we hired people. We were hiring good people, but after the first day, we just expected them to do their jobs. Often, they got overwhelmed. We realized we needed to maintain better contact with new hires. We established training sessions about company history, new products, and communication procedures. Those sessions gave us a chance to casually meet with new hires. We also have an HR rep check in with the new person and his or her boss once a month for the first six months. That process has helped us identify some problems early enough to ‘save” the situation. In one case, we sat down with the employee and her boss and discussed expectations. In another, we arranged some special training. Both of those employees are still with us. — M.C.