Healthcare and Medicine Reference
In-Depth Information
writes, “unfortunately, once hired that is exactly what you will do—talk
for hours and get very little done” (p. 9). Good employees are the center
of any organization. When bad workers are terminated, Cherne says that
it costs an organization the equivalent of one year's salary to find and train
a replacement, because new workers underperform until they learn the
job. That's another reason why it's so important to hire the right person
the first time.
Mistakes Made in Hiring
Fernandez-Araoz (1999) suggests that hiring often goes badly because
managers attempt to look for someone different from past hired workers
who failed but, in reality, tend to hire the same type of person again,
based on their pleasing personalities or affective differences rather than on
whether or not they can do the job. This always happens when there are
very unclear specifications for the job. What, for example, does the fol-
lowing mean in behavioral terms? “Applicant must have high energy, be a
team player, be creative and spontaneous, be able to accept feedback and
criticism, and change with the changing expectations of the job.” This
comes from an actual job announcement the authors found. How could
anyone evaluate whether the applicant has those attributes? Questions to
applicants about their strengths and weaknesses or where do they expect
to be in 5 years are all vague and have different meaning for everyone
asking and answering the question. Applicants
find them annoying
and useless.
Accepting what people say or write in an application at face value is
another mistake. While we would like to think that people are painfully
honest, and most workers are, it's also natural to edit resumes and to pro-
vide what the applicant thinks is the right answer rather than the honest
one. For this reason, never take what an applicant says or writes as fully
truthful. And the same goes for references. We know that applicants tend
to use only those people who will write good references, but what we
should also know is that many references, fearing law suits, write vague
or mildly positive references for workers they actually believe did a poor
job. Fernandez-Araoz (1999) reports that a recent survey conducted by
the Society of Human Resource Management found that only 19% of
850 managers surveyed would reveal to reference-seekers why an appli-
cant left their organization, and that only 13% would discuss an applicant's
work habits, all because they were afraid of law suits. This tendency to
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