Hiring Tips

We have the largest generation in the history of our country in the workplace right now combined with several other generations; yet, we have a worker shortage. Last week, I exposed age discrimination. If you can’t fill job openings at your company, you have age discrimination happening.

This week I wanted to offer some hiring tips so you can avoid discrimination of any kind and get those roles filled! My first recommendation is to remove college education as a requirement for most positions. Our universities have long lost their value-add to the workplace as they have become indoctrination centers for socialism.

Frankly put, most jobs do not need high-level education. What they do require is skill and experience. Quit saying every single job requires a master’s degree and then offer minimum wage. This is absurd and insulting.

Listing educational requires on job posting is lazy, and you are missing out on the ideal candidates. Put the necessary time in to develop a job description and candidate profile. Meaning, know what the job actually requires and what kind of person would be a good fit. The clearer the picture, the easier it will be to spot the perfect person.

Utilize skill assessment software for niche and specific skill sets required for success. Hire professional recruiters to help you screen.

I commend Mike Rowe for his dedication to debunking myths of four-year degrees and reminding our country of trade skills and/or two-year degrees and certificates. Focus on what you want and need for the role and less on how they got it.

Therefore, my second suggestion is to hire experience. Someone who has been performing the job you are seeking to fill has long surpassed what a degree could teach them. By hiring skill and experience, you are ensuring the right candidate gets hired.

What if you have two similar candidates? I would then look at their temperament and emotional intelligence. You don’t want to hire based solely on them, but they offer incredible insights into how a person will communication, approach leadership, and get the job done. Personalities and EQ are essential to protect your company culture and moral. What you don’t want is someone who looks good on paper but does not fit in.

I once had two very capable general manager candidates whom both had extensive experience in the industry my client was hiring. As the recruiter, I ran assessments and drilled down on temperament and EQ. What I found was one was more mature and steady, and the other was more assertive and flexible. This particular plant needed a mover and shaker, so the later was hired to fit the culture and company objectives.

Next, simplify your application process. Good gravy have we complicated the process and made it extremely frustrating for candidates. Do you realize people have a negative opinion of your company before they even get hired? This is not how you want to start the employer-employee relationship.

Instead of lengthy questionares, have three to five key screening questions that prevent just anyone from applying. Online portals have changed the hiring landscape and not necessarily for the better. High volumes of applications does not mean quality candidates. All this has down is bogged down HR.

Once you screen and narrow applications to qualified candidates, take the time to review resumes and talk to people. By pushing the process to AI software, you are missing the very people who would make outstanding employees.

Follow through and keep candidates informed…aka, no ghosting! You can certainly use automated replies, but make sure your messages are condescending. If your hiring process is effective, every person should be a viable candidate, so don’t send a message saying you found someone else more qualified. Simply state the facts, “We have hired someone else.” We are grownups, afterall. Besides, if you don’t ghost or offend people, they may be future candidates for other openings.

Keep a data base of applicants to make your job easier moving forward. Follow up to see if they may still be interested in your company. If you treated them right, they will at least have a discussion with you. Burn them, and the word gets out.

Lastly, put the salary in the job posting. No exceptions. Some states have made this a law. Don’t wait to be told to do so…just do it.. If you are embarrassed by the salary, then go back to the hiring manager and school them on the going rate. Provide data on what the range should be for the role, and offer fair wages. All the hype and social media about your company falls flat if people can’t afford to live on what you pay them.

Change can be challenging and time consuming, but you don’t have to go it alone. I can help you establish professional hiring practices that prevent discrimination and ensure you get top talent on your teams. Let’s talk about how I can be of service today!