It's often the case that the weaknesses of a system are not obvious until that system is catastrophically overloaded. That's when most breakdowns or failures occur. Overloaded electrical systems start fires, overloaded computer systems crash, and overloaded human beings suffer nervous breakdowns.
In the same vein, today we find that the economic upheaval of the past 30-plus months has exposed the weaknesses and faults in most management-level employee hiring systems--especially in the multi-unit franchise world.
The dearth of job openings and the flood of applicants for each one, combined with the drawbacks of poorly managed "promote from within" policies, have exposed a number of system flaws that inevitably lead to faulty decisions that have a negative impact on the operation's bottom line.
In the case of recruiting and hiring from the outside, the faults of both human and computerized management-level applicant screening and hiring systems include the following:
What's the use of requiring a resume if some applicants are going to pay a professional for creative writing skills that gloss over weaknesses and overstate strengths? If an employment application looks perfect (no gaps in employment history, increasing levels of responsibility, the right education), take a second look. Regardless of which expert you talk to, they all agree anywhere from one-third to one-half of job applications and resumes contain factual errors and even outright lies. Case in point: the Notre Dame coach who was fired after only five days on the job for falsely claiming to have a master's degree in education.
If you're taking resumes and applications at face value and screening in only the "perfect" ones, what happens to the applicants who write their own resumes, or who are completely honest on the application? Too many systems screen out honesty and integrity by putting too much weight on doctored and/or misleading documents.
If you want a more accurate snapshot of your applicants' abilities, forget the resumes and applications completely; you can get application blanks later in the selection process (but make sure to get them before a formal interview).
Rather, ask all applicants to send a one-page letter of no more than 500 words stating why they are interested in the position, their qualifications for the job, why they think they'd be successful, and to list three professional references. Then you'll be able to compare "apples to apples" and, with only a quick once-over, be able to tell if each applicant:
What do these well-known people all have in common: Frank Lloyd Wright, Steve Jobs, Rachael Ray, Bill Gates, Debbi Fields, Henry Ford, Walt Disney, and Mary Kay Ash? They all attained astounding career success without having earned a college degree.
Now, can you guess what Jeffrey Skilling, the former head of Enron, Rick Wagoner, Jr., the former head of General Motors, and Kerry Killinger, the former head of Washington Mutual, have in common besides having been paid millions of dollars a year? They all had MBAs, two of them from Harvard.
In spite of these examples to the contrary, most people believe the applicant with a degree will be a better manager than one without a credential. All computerized hiring systems and most hiring managers quickly eliminate applicants without degrees, many times in spite of the fact that the applicant's experience and work history are stellar.
After the widespread layoffs of the past two years, it's a pretty safe bet that these employers hung on to only their best people. However, these hardworking folks don't have time to search job boards or put out feelers, and many won't look for something better until the economy restabilizes. What, if anything, are you doing to reach them?
Believe it or not, some employers' recruiting ads now read: "Do not apply if you are currently unemployed." Contrary to what this practice assumes, not everyone who lost a job recently lost it because they were under-performers. Many were skilled, proven professionals caught in the undertow created by the shortcomings of the U.S. auto industry, housing market policies, and the worldwide financial system.
Admittedly, all the foregoing dubious criteria are easy ways to File 13 many of the unmanageable number of applications that land on your desk--but at what cost?
When looking to fill management positions from within existing ranks, things don't look any better. It's been estimated that more than 50 percent of those promoted to management slots fail within 18 months. The reasons for these particular hiring system failures include the following:
If your hiring system includes any of these questionable practices, it's time to review which applicants your system kicks out as well as your organization's unwritten "rules" about who gets promoted. Then, if it ain't broke, don't fix it. But, if it is and you do, you'll assure yourself a strong, competitive edge that will help your organization survive and even thrive in the months and years to come.
Mel Kleiman is a consultant, author, and Certified Speaking Professional on strategies for hiring and retaining the best hourly employees. He is president of Humetrics, which develops systems, training processes, and tools for recruiting, selecting, and retaining the best employees. His books include The 5 Firsts: A Simple System to On-board, Engage & Retain Top Talent, and 100 + 1 Top Tips, Tools, & Techniques to Recruit Top Talent. Visit www.Humetrics.com and www.KleimanHR.com, or contact him directly at 713-771-4401 or firstname.lastname@example.org.
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