| Wouldn't it be great to get off the "turnover | | | | critical factors. Sometimes organizations make |
| treadmill?" If you're serious about realizing that | | | | productive use of multiple interviews to complete |
| dream, you need to look at the totality of | | | | the initial assessment of the applicant, including |
| employee experience in your organization. You | | | | interviews by potential colleagues. This enables the |
| cant wait till the a new hire has been with you six | | | | applicant to directly hear about some of the pros |
| months to start worrying about how long they will | | | | and cons of the work environment. All of this |
| stay. Better to plan for longer retention before | | | | takes a lot of time and a willingness to pay |
| the hiring process is complete. | | | | attention to the findings and conclusions of the |
| If you want to improve your ability to retain | | | | process. In other words, the hiring officer needs |
| staff, your hiring process is the place to start. A | | | | to be prepared to say "no" if the match is not |
| serious candidate should leave their first interview | | | | strong enough, regardless of how badly the |
| with a clear understanding of the mission of your | | | | position needs to be filled. |
| organization and the requirements of the job for | | | | The rush to hire is an important obstacle to good |
| which he/she is being considered. The applicant | | | | hire decisions. This panic to fill a position is |
| should know what the organization has to offer | | | | especially typical of entry level vacancies in human |
| and should have a clear answer to the | | | | service organizations or other situations where |
| question..."Why would you want to work here?" All | | | | vacancies create real operational problems. It's |
| of this means that whomever is doing the | | | | always a mistake to hire a "body" just to have |
| interviewing needs to be prepared for this initial | | | | the vacancy filled. You can count on starting all |
| discussion, which should help both applicant and | | | | over again before the person finishes the first |
| hiring officer get a sense of whether or not there | | | | year. That truly is the "turnover treadmill". It's |
| is a "match" between the applicant and the needs, | | | | expensive financially and it's disastrous for |
| culture and characteristics of the organization. | | | | whatever process is being managed. So you'll be |
| Increasingly, the hiring process includes an | | | | better off by paying overtime to fill the vacancy |
| objective assessment of the candidate's | | | | temporarily rather than hiring someone whose |
| strengths, weaknesses, temperament and other | | | | qualifications are marginal or non-existent. |