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Pitfalls to Avoid When Hiring Quickly


Can we all agree that hiring is really hard? At least if you are doing it right it is. And it’s not like you don’t have other priorities to attend to. Deadlines, projects, planning, etc. all tend to jump ahead of hiring when the pressure starts to mount on deliverables in your job. So what happens when in the middle of the storm you are also faced with an important position to fill on your team? There are so many pitfalls to avoid in the hiring process that it requires a book, not a blog, to illustrate. There are a few though that occur most commonly when hiring managers are crushed for time.

  1. Not having a hiring process
    Predictable results are allowed when a process is followed. How many big time executive or sports coaches preach the importance of “the process” when chasing results? You literally hear it all the time. This is because it works. Perhaps it’s not sexy, but it’s consistent. You should develop your hiring process over time and base it on things you firmly believe in. For example, don’t give a candidate an assessment that just checks a box. Make certain any evaluation matters in a critical way or all it can do is muddy the process.
  2. Rushing and stalling
    I always preach to hiring managers to never pass on someone simply because it’s the only person they have met. If a candidate makes it through your process and comes out the other end with a consensus “yes” from the brain trust, feel confident in making the offer. Just don’t make the offer unless your process is complete. On the other hand, don’t stall the process if you have someone you love but are hoping to find a comparative candidate. Great talent moves in and out of the marketplace fast and you just simply can’t stall in any way and expect that person to hang out and wait for you. If you are ready to make an offer to someone, assume they have two other pending offers.
  3. Dictating the interview schedule based on your calendar
    For the life of me I’ve never understood why most hiring managers make candidates yield to their schedule. Who is king here anyway? (Hint: It’s not the hiring manager). If you like someone enough to interview them, ask for their availability (five options) inside the time frame you desire and make one of them work. Even if one of times is 7 a.m. or 6 p.m., make it work. You are a manager and with that come some lost luxuries, including saying no to certain things. Some candidates simply can’t take time off to interview during core business hours, but that should never derail your process when hiring for a critical role.

Again, this is not an all-inclusive list but they are the ones we see most often in cases where the hiring team is pressed for time. The key is that everything starts with having a reliable process that you trust and that yields consistent results. Put your faith in that and things will work out far more times than not. Just make sure all steps are geared toward identifying and hiring the best person, and eliminate any redundancies or steps you don’t value.

Nate Elgert
Nate joined Aureus Group in 2006 and has exclusively been serving Nebraska customers all across the state. In his role as Sales Manager, Nate leads an elite team of recruiters and account managers who source accounting and finance talent within all industries. This talent ranges from technical individual contributors to executive finance leadership.

Nate has earned the prestigious “President’s Club” award three times, which puts him in upper echelon status among not only his Aureus Group peers, but also in the staffing and recruitment industry. He attributes his success to a transparent style of communication and a sincere belief in pairing the best interests of his clients with that of his candidates on every occasion.

Prior to his time at Aureus Group, Nate carved out his skills in the banking, advertising, and retail industries. These growth experiences led Nate from Kansas City to Des Moines to Phoenix and then back to his original home in Nebraska. Nate holds a bachelor’s degree in communication studies from The University of Missouri at Kansas City and is a Certified Personnel Consultant (CPC) through the National Association of Personnel Services (NAPS).

 

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