Company hire a new employee from among the applicants. Everything seems good, often even during the trial period.
It is only after a few months that it becomes clear that the newcomer is not suitable for the company. The result does not come as expected, the cultures do not meet or the new employee himself finds that the task did not meet expectations.
Eventually, the place will have to be reopened, often through a recruitment company.
The situation is very typical, say representatives of recruitment companies interviewed by HS. Some estimate that about a quarter of their work is about re-performing failed recruitments.
Lately more recruitment errors made by companies themselves have been given to direct search consultants to be corrected more than usual, says the CEO of InHunt Group, which performs direct searches Kari Juutilainen. The direct search company is one of the largest in Finland.
According to the Jew, InHunt Group has found that when the general economic outlook is good, companies recruit with a slightly lighter grip. Applicants are not blamed as closely as in more difficult times, that is, now.
“Mistakes are being paid a heavy price at the moment. Unfortunately, a lot of people are exchanged. ”
According to the Jew, InHunt now receives requests for quotations related to error recruitments every 2-4 weeks, while during the boom period they came about once a week.
Of course, mistakes also happen in good times.
“But then more people will be forgiven. Let them try, train them. ”
Where from failures are due? For example, a Jew has found that companies often do not define the job they are looking for precisely enough.
“If you look for something a little over there, you also get something a little over there.”
Another common mistake relates to the professional breakdown of interviewees. Relying too much on resumes, the Jew says. According to him, it is difficult to identify the best experts on the basis of them, as many can make a representative resume.
“The world has gone so that all CVs look the same.”
In addition, accurate identification and questioning of backgrounds is essential. He has found, for example, in the field of sales, error recruitments in which promises of good sales turn out to be mere talk.
Manpower Business Director of Experis, part of the Group recruitment company Anne Koivusaari says that mistakes are often related to choices made on the basis of imagery.
“Often, an inexperienced recruiter strongly engages in recruiting their own personal experiences, feelings, and stereotypes, which are unfortunately often related to the applicant’s biological gender, the applicant’s age, physical nature, or the pitch and rhythm at which the applicant speaks.”
For example, a radial phenomenon may arise in which, on the basis of one good characteristic, it is assumed that a person is good in everything else. Similarly, in the stigma phenomenon, one trait perceived as negative leads to a negative image of the whole person.
“For example, a woman who is tall, hard, and fast-talking is often considered simple or an overweight person is thought to be lazy.”
“The world has gone so that all CVs look the same.”
Koivusaari has found the most recruited errors in small and medium-sized companies in business and sales management positions.
According to Koivusaari, the IT sector, where there is a constant shortage of professionals, is also emphasized in recruitment failures. According to Koivusaari, the labor shortage in the IT sector is growing by 12,000–15,000 employees annually. From the point of view of jobseekers, there are therefore enough jobs.
In this case, however, the situation is often not due to the company feeling that it had chosen a bad applicant. A good candidate may not have been given a realistic picture of the company or the goals of the position to be fulfilled. The candidate may choose to leave himself.
Another calling a person a mistake doesn’t seem comfortable, and according to Koivusaari, that’s not the point.
“Error recruitment in no way means that the applicant is wrong.”
It is not the fault of the person selected for the job that the company planned the recruitment poorly or made the selection on irrelevant grounds. Koivusaari says that he often has to start with client companies about what is done differently in a new search.
Companies may also have too many expectations for the chosen one. A miracle worker is expected, but “just” an ordinary very good employee is obtained.
The person who does not turn out to be suitable for the company and who leaves either on his own or the company’s decision suffers from recruitment.
Recruitment success in itself is not guaranteed by the use of an external recruitment company.
Often, companies also succeed on their own, says the chief human resources officer Niina Nurmi Pemamek, a welding and machine automation company. Nurmi was recently selected as the recruiter of the year at the Rekrygaala, which is organized by the recruitment media Duunitori in cooperation with organizations in the field.
According to Nurmi, the benefit of hiring yourself is that your own personnel know the company’s everyday life and industry. He cites an example of a case where Pemamek hired an outsider to handle the hiring of a maintenance engineer.
It was an “overalls job,” but the recruiter began painting cloud castles from the place in the search notice.
As a result, jobseekers expected too much from work and were too highly educated. Nurmi was surprised when the costumes came on for the interviews. Search failed.
Error recruitment can become expensive. Kari Juutilainen of InHunt Group gives extreme examples of CFOs and employees hired by the merger who have completely ruined the merger.
“They’re shocking sums.”
The Jew estimates that the cost of poor recruitment in management positions is at least tens of thousands of euros. Koivusaari raises the estimate to as much as hundreds of thousands of euros if we are talking about a very well-paid person.
On the other hand money also goes to use a company in the field, Niina Nurmi points out.
In response to his calls for tenders in southern Finland, he has received a price of EUR 10,000–20,000 per person to be recruited, which he considers to be high.
“Pricing by outside players has gotten a little out of hand,” he says.
Although Juutilainen and Koivusaari talk mainly about hiring managers and high-paid experts through their own work tasks, costly mistakes occur in all fields and work tasks.
Nurmi emphasizes that the salary decision is always a long-term investment for the company, which typically begins to generate added value for the company only after months of learning.
“Whether it’s an installer or a manager, yes, it’s a similar investment for a company. Risks should be avoided. ”
Here’s how to avoid recruitment errors:
1. Plan carefully. Define as precisely as possible what is expected of the employee you are applying for. Write the requirements clearly in the application notice.
2. Don’t just rely on resumes. A good resume can be done by many. The in-depth recruitment process is multi-stage and its most important part is the interview.
3. Eliminate prejudices and emotions. Although recruitment is never entirely objective, precise selection criteria eliminate the impact of non-work-related qualities. Be open about things like gender, age, place of residence, and physical characteristics.
4. Ask in an interview open-ended questions and also ask more specific questions about work history and experience. Don’t introduce.
5. Take care after the selection of the orientation and the image of the employer. Make sure the job is the one it was advertised for.
Sources: Recruitment and personnel experts Kari Juutilainen, Anne Koivusaari and Niina Nurmi.