Ask the Staffing Dr.

The Staffing Doctor: Hiring Horrors

by Daniel Abramson

Q Helena from Western Colorado asks…I moved from Denver to manage an upscale optometry practice and high-end dispensary in this smaller, hipper town. We have great applicants and a strong pool of talent. I make offers on the spot, and the people almost always accept them right away.

Though I send out a confirmation letter, of the last six people I hired, only three candidates actually showed up for work.

What can I do to change this?

A The Staffing Doctor answers… The problem of candidate turndowns, no-shows, and no-calls is prevalent everywhere. If you didn't encounter it in Denver, that's the anomaly.

It's a HUGE issue that is driven by demographics and complicated by changing generational work styles.

Take these three steps to turn the situation around:

STEP 1

NEVER make an offer to a candidate on the first interview, even if you feel absolutely positive that he or she is perfect for the job.

There are two compelling reasons.

First, you need more than one meeting to get past the adrenaline of a best-foot-forward impression and learn what the candidate is really all about.

Second, the candidate needs more than one meeting to determine if he or she really wants the job.

STEP 2

NEVER make an offer until it has already been accepted. By that I mean you should always "hypothesize" a lower amount first.

Rather, say: "If I decide to hire you and offer you $X, would you accept, and how soon could you report for work?"

Whether he or she indicates yes, no, gives you a start date, or wants to think about it, your next response should always be the same: "Why is that?"

Probe for the reasons and listen carefully to the answers. If the candidate brings up zero negatives, identify some potential ones, and see how he or she responds to them.

Make the real offer (AFTER the second interview) only when you're sure that the negatives have been addressed and the candidate is emotionally prepared to commit.

STEP 3

NEVER assume that a new employee start will happen; ALWAYS believe instead that you will have to make it happen.

Pro-active follow-up is critical, as your new hire is very vulnerable to counter offers by his or her current company and to competing offers from other firms.

If the time between offer acceptance and start date is two weeks, find reasons to touch base with a new hire twice each week. EB

Daniel Abramson, CTS, is president of Staffdynamics and has focused on workforce performance strategies and "raising the bar" for over 25 years.

His book, Secrets of Hiring Top Talent, is available on amazon.com. He can be reached by email at Daniel@staffdynamics.biz..

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If you have a question you'd like answered by the Staffing Doctor, email it to Daniel Abramson at Daniel@staffdynamics.biz.