October 30th, 2015
Most management decision making is about making tradeoffs: comparing the risk to the reward and deciding which direction you should move in — or whether you should move at all. This is true of hiring decisions, too. There are costs to hiring the wrong person, as well as costs to leaving a position unfilled too long while you search for a better candidate. We’ve previously talked about why you should avoid the “perfect hire” mentality and “settle” for the best candidate you’ve seen. Most of the time, that’s a sensible decision. But sometimes it really does make sense to hold off on hiring, and continue to look for someone even better.
- Your need isn’t urgent. If you’re ramping up staffing for a project that hasn’t started yet, or are looking for a replacement for someone who’s announced they’re retiring in six months, you have time on your side. Because there isn’t pressure to just bring in a warm body already, you can continue looking to find the ideal employee. Just keep the project start or retirement date in mind. It’s easy to lose track of time and find yourself in a crunch — even if the search wasn’t urgent when you started.
- There isn’t time for the candidate to grow into the position. There are times when you can’t find someone with all the skills you need, and you hire someone you hope will grow into the position. Not all projects offer the luxury of time for someone to grow; there are times when someone just has to hit the ground running. In those situations, you can’t afford to hire a candidate who doesn’t clearly demonstrate that they’re currently capable of doing the job.
- You can’t handle the consequences of a bad hiring decision. If you hire the wrong individual, you’ll have to deal with the impact of that on your team and your project. At some companies, the internal procedures for terminating an employee are complex and time consuming. If the candidate doesn’t work out, you might be stuck with them for months before you can even start to look for another new hire. There may be less impact on the project if you wait for a better candidate to come along.
InReach IT Solutions wants to help you find the best candidate for your open positions. Contact us to find out how our services can help meet your staffing needs.
June 5th, 2015
When you interview someone before hiring, you hope to learn about the candidate and find out whether they’ll be a good fit. When you conduct an exit interview with an employee who’s leaving, you hope to learn about the company and how employees feel about it. The best exit interviews yield actionable insight into ways you can improve your organization and reduce the odds of losing more employees.
Even if you conduct surveys of your employees and promise anonymity, existing employees may be unlikely to be candid. The employee at an exit interview has no concerns about the safety of their job, and may be more honest in sharing their opinion. While each exit interview gives a single person’s opinion, multiple exit interviews can identify patterns of concern and areas where the company can improve. Ideally, an exit interview will provide information that helps you recruit more effectively and retain staff longer.
Questions to Ask at an Exit Interview
An exit interview is an opportunity to learn employees’ opinions about the work environment, the corporate culture, the business process, their management, the opportunities the employee saw for career advancement, and the employee benefits package.
- Ask about the employee’s reasons for leaving. There may have been one big reason, or a lot of little annoyances. The employee may be leaving for personal reasons unrelated to their experience on the job, but you should still ask follow up questions to find out what they liked and didn’t like.
- Ask about the employee’s experience with management. Don’t use the response to target a specific supervisor, but look for general feelings about whether management is giving employees everything they need to succeed at work. It’s also useful to find out what employees think about the senior management they don’t interact with regularly.
- Find out what the employee liked during their time at your company and what the new company is offering that led the employee to jump ship. This information can help you improve your competitiveness in the job market.
How to Conduct an Exit Interview
It’s best to do exit interviews in person, not as a survey, where you’re likely to get superficial answers or no response at all. There should be a single interviewer, who isn’t the employee’s supervisor, or it’s likely to feel like an interrogation and the employee will clam up. Use open-ended questions and give the employee plenty of time to talk. You don’t want simple “yes or no” answers where they agree or disagree with your suggestions, but want more detailed responses where the employee expresses their own concerns in detail.
When an employee resigns, an exit interview can help you find out why they’re leaving and improve your business so their replacement remains with your firm. InReach IT Solutions is an experienced staffing agency that can help you find their replacement quickly. List your job or contact us to find out how we can help.