Be a hiring machine – Part 1: Overview

As a recruiting services company, our goal is to bring control to recruiting by building repeatable, robust and scalable talent-acquisition functions that will enable companies to accomplish their corporate objectives. In this post we’ll take look at the interview process in order to understand how hiring can increase retention, engender employee development and reduce hiring risk. The concepts in this post are intended to help companies build a consistent, repeatable recruiting program – to become a hiring machine!

Hiring is composed of four processes: Find, Filter, Face and Finish.

Find: Job Posting, Marketing, Direct Search, Job Bank Data-Mining and Research

Filter: Resume Filtering, Phone Screening and Candidate Marketing

Face: Interviewing and Candidate Marketing

Finish: Offer Generation, Candidate Marketing and Offer Close

Of course, the individual performance of each of Four F’s is tightly linked with the other processes. Since Gravity’s hiring solutions are designed to off-load the Find and Filter stages from our clients, it is the Face (Interviewing) process where we concern ourselves with client improvement.

Why do companies interview?

A company interviews because it desires to reduce the risk of a bad hire.

It can be said that a well-run interview program is the most critical of the Four F’s (in Modern Hiring). A poorly-run interview process wastes the performance of the other stages and leads to bad hires or no hires at all. Gravity develops interview programs for organizations that need to attract, retain and develop high quantities of complex ability—knowledge workers. Knowledge workers can be accountants, protein chemists, software engineers, product managers, salespeople or marketing communications managers, for example. Even though the skill requirements of these jobs are highly variable they all share something in common: the qualities that compose a successful hire are difficult to measure and bad hires are very costly. Gauging the risk associated with a hire of such complexity requires a systematic and repeatable interview process that is targeted at discerning the qualities that will make a candidate successful.

In order to mitigate the risk, and reduce the frequency, of bad hires (and increase the good hires) we need to look at how to improve interviewing and we need to understand what we are actually trying to measure by interviewing.

Next week – Part 2: Making the Determination: Interviewing for Ability, Talent, and Character

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