Tips to Use to Avoid Making Bad Hires

Tips to Use to Avoid Making Bad Hires

Hiring a bad fit isn’t just annoying, it can cost you a lot of time and money.  Recruiters don’t make the final decision when making a new hire but play a key role in the hiring journey to get there.

Today’s round-table discussion will cover ways to avoid making a bad hire.

Listen in on what our panelists have to say.

This event is part of the “Let’s Talk Recruiting” series where a panel of recruiting practitioners get together online and have a conversation on a variety of topics related to corporate recruiting.

Click to Play the Recording

Our Panelists…

Name & LinkedIn Profile Group Title Company
Cara Schaeffer Talent Acquisition Leader - Content, Music, Creative, Marketing & BD Tiktok
Erika Klics Recruiter Zapier
Glenn Padewski TA Leaders CVP, Talent Acquisition Manager New York Life Insurance Company
Matthew Liptak TA Leaders Vice President, Global Talent Acquisition PrismHR

Looking for automated reference checking?
Be sure to check out our group sponsor.

Our Group Sponsor - Checkster

We asked our attendees, “What is one tip you recommend recruiters should do to help a company avoid making a bad hire?”

Here are their answers:

  • Ask candidates behavioral-based/style questions with examples provided
  • Ask thorough questions related to the role and it’s success.
  • Ask why they left their previous job
  • asking the right questions of the hiring manager about the position to understand the position better
  • Assess engagement from the beginning to make sure they will be a good fit
  • Be clear if you’re hiring for a skill set that is needed for today or 12 months from today
  • behavioral interview questions
  • behavioral interviews
  • Candidates inflexibility throughout the interview process
  • check references of former managers
  • communication
  • competency based interviews
  • Create screening questions that align to your companies core values
  • Determine motivational fit
  • Does the candidate fit into the companies culture, vision and mission
  • ensure hiring managers are using effective interview techniques
  • Ensure that interviews allow adequate time for candidate questions
  • Ensure to include a diverse assessment team
  • Find out what they the goals and reasons of why the potential hire is making a move.
  • Follow a structured interview process with proven results
  • Gather data on the best hires within a business unit. Where did they come from? Look at indicators you can use as benchmarks.
  • Have a thorough, inclusive selection process.
  • Have candidates complete behavioral assessments.
  • Hire proactively not reactively!
  • Identify a strategic, diverse interview panel upfront + don't change that + have an interview debrief conversation together
  • Include, not only team members, but also a collegue outside of the team who will collab with the new hire in the int procecess
  • incorporate panel into interview process
  • Interview multiple candidates and have more than one interviewer
  • just do not go on culture fit
  • Know the culture and how the candidate will fit in
  • Let another member of the team sit on on the interview to make an informed decision.
  • Listen to candidates criteria what they are looking for, good matches to positions, references, & reasons for leaving
  • Listen to your gut
  • Listen to your instincts
  • Make sure proper expectations are set on both sides (HM's and candidates) from the beginning of a process.
  • Make sure you have a good understanding of company culture.
  • Make sure you interview the candidate as well
  • More than 1 interview is generally needed to get to know someone. Sometimes it's like a different person in the 2nd meeting.
  • Multiple interviews, assessments, references and background checks
  • Networking
  • Past history is generally an indicator of future performance, or lack thereof
  • Pay attention to your gut.
  • push back on leaders if you see red flags at any point in the process
  • remind hiring managers: a bad hire is worse than no hire
  • Robust interview process
  • Screening, evaluation process Set right expectations
  • Situational interviewing & practical skills assessments
  • standardize the interview process
  • take your time to do your due diligence
  • Thorough intake calls to define competencies needed
  • Thorough interviews
  • understanding a candidate's motivation
  • Use behavioral based questions and don't be afraid to probe for additional information
  • Use predictive index
  • Use the interview and all of the process to make the best decision and then train and support the Person so they can succeed
  • vet for fit as well as just technical requirements to your role

Chat Messages from the Session…

10:03:18 >> From  Sean Rehder : Feel free to add any comments or questions here in the Chat area.

Make sure as an attendee, if you message something in the Chat area that you select “All Panelists and Attendees.” 

The default is just to Panelists but I want everyone to see the messages coming through.

10:09:40 >> From  Katelyn Dehm : For those of us who are new to the HR field, do you recommend any particular templates for scorecards? I am on SHRM, but was curious how you developed them internally.

10:13:31 >> From  Catherine Hansen : @All, do you as recruiter hold a debrief/reveal with the hiring team to review the collective scorecard/results?   Or is it only done with hiring manager?

10:13:55 >> From  Matt Liptak : we would do a round table usually at the end

10:16:09 >> From  Dang Hua : Anybody use Predictive Index in the selection process?

10:17:27 >> From  Daniella McDonald : @Dang, yes. In my last role we used PI.

10:18:01 >> From  Daniella McDonald : With the scorecards, are there specific questions you provide to hiring managers to ask about each of the criteria candidates are being evaluated on?

10:18:11 >> From  Dang Hua : High Level, what are your thoughts?

10:20:32 >> From  Catherine Hansen : @Cara, do you debrief for each candidate going through the process, or wait until all candidates in a round have completed the process?

10:21:07 >> From  Jessica Marotta : Do you debrief candidates against each other or the job?

10:21:11 >> From  Daniella McDonald : @Dang It’s a great tool to use as part of the process, along with resumes, screening questions. It provides insight into someone’s behavioral characteristics and how that might affect their performance. Or how a manager can manage that employee, communicate with them. What type of work might be best for the employee.

10:22:13 >> From  Matt Liptak : we debrief on candidates skill sets and interviews as compared to the role

10:22:37 >> From  Dang Hua : @Daniella Thank you for your insight!

10:24:32 >> From  Catherine Hansen : @All, excellent idea re requirement of scorecards/feedback completed before debrief.    How realistic is it that hiring panel is completing these in a timely manner?   HUGE issue at my company…..

10:27:03 >> From  Daniella McDonald : no problem @dang

10:27:35 >> From  Matt Englund   to   All panelists : I like to review the requirements for the role before diving into a debrief session to ensure everyone is aligned on what we’re looking for

10:29:07 >> From  Catherine Hansen : Agree, references etc is separate from debrief / interview feedback, and only hiring manager sees them.

10:29:27 >> From  Daniella McDonald : With the scorecards, are there specific questions you provide to hiring managers to ask about each of the criteria candidates are being evaluated on?

10:29:46 >> From  Catherine Hansen : What are anonymous reference checking tools – are they just looking to verify name, title, dates of employment?    Sounds a bit creepy……

10:30:20 >> From  Erika Klics : Today we use a company called SkillSurvey and we’re exploring a tool called Searchlight

10:30:37 >> From  Matt Liptak : second skill survey, what we use as well

10:31:01 >> From  Matt Liptak : it ranks the references and keeps them private

10:32:47 >> From  DeLaina Piowaty : We don’t do reference checks.  Candidates only give positive references. Its a waste of time.

10:33:06 >> From  David Marr   to   All panelists : Most of the companies I have worked at in the last 10 years don’t do Reference Checks, and within the last 5 years No background Checks or Drug Tests

10:33:11 >> From  Matt Liptak : with the automated checking tools, we have actually seen the opposite

10:33:18 >> From  Erika Klics : +1

10:33:26 >> From  Catherine Hansen : I would have been fired at my last (tech giant) job for checking references at beginning of stage.  Also backdoor reference checks are grounds for firing

10:33:27 >> From  Matt Liptak : candidates sign off on liability for their references

10:33:47 >> From  Matt Liptak : and we have not hired due to poor references from these tools

10:34:11 >> From  Kara Wilson : We also use a tool (Checkster) and have seen some surprising candid references. Even more impactful, we have seen some instances of fraud that the tool caught, which was even more telling than the references would be.

10:34:26 >> From  John Przybylek : Formal references don’t provide value.  To Glenn’s point, we can always track down someone who knew a candidate at a specific site, and has some anecdotes about said candidate’s performance, etc.

10:34:39 >> From  Maureen Daly   to   All panelists : would do at final stage and before offer

10:34:46 >> From  Jessica Marotta : We moved away from reference checking a few years back. as they did not add value. 

10:35:09 >> From  Jessica Marotta : *for Forrester

10:37:08 >> From  Catherine Hansen : Contacting people outside of those references given formally by candidate seems like an invasion of  privacy.   I think every working professional will have a detractor/non supporter in their career at some point

10:40:46 >> From  Cara Schaeffer : Many times, we check with our reception team to see how their interaction was with the candidate when they checked in for their interview.

10:45:48 >> From  Jessica Marotta : I love that! Aren’t going to hold onto the baggage from the interview.

10:53:26 >> From  John Przybylek : We dissect exit interview feedback to identify root cause of the separation.

10:54:05 >> From  Catherine Hansen : +1

10:57:23 >> From  Jessica Marotta : +1 Sean

10:57:37 >> From  Sandra Maldonado : This was an informative workshop with tools and ideas that can add value.

10:57:40 >> From  Catherine Hansen : Thank you panelists!

10:58:07 >> From  Kimberly Dymond Balogh   to   All panelists : This has been great information!  Thank you panel

10:59:58 >> From  John Przybylek : Thanks guys

11:00:11 >> From  Maureen Daly   to   All panelists : thanks everyone

Some of the attendees…

Name & LinkedIn Profile Group Title Company
Maureen Daly Talent Acuuisition Consultant Rose International
Alexa Montane Talent Sourcer, Finance & Accounting Realogy Holdings Corp.
Sandra Maldonado HR Business Partner and Recruiter Esri
Lance Hunsicker Lead Executive Recruiter Parsons Corporation
Hansol Lee Talent Acquisition Manager CAST
Tracey Gilbert-Dimof Talent Acquisition Manager Urban Plates
Dana Bozich Senior Talent Acquisition Specialist Sedgwick
Nyesha Song Talent Acquisition Coordinator Solidifi
Martin Hancock Sr. Technical Recruiter Alteryx
John Przybylek Senior Technical Recruiter CAI
Catherine Hansen Talent Acquisition Manager, Global Talent Acquisition Hippo Insurance
Justin Zapol Sr. Talent Acquisition Lead KBR, Inc.
Poochie Malik Sr. Technical Recruiter EAT Club
Melayne Smith Talent Acquisition Specialist Washington State Employees Credit Union
Cindy Wong Sr. Contract Recruiter Princess Cruises
Reema Goyal Sr recruiter Accenture
Kimberly Dymond Balogh Senior Talent Acquisition Specialist Fencing Supply Group
Delaina Piowaty Senior Manager of Talent Aquisition RWS Group
Dang Hua Senior Manager Talent Acquisition Opus Bank
Katherine Amato Senior Corporate Recruiter Guitar Center
Robin Kohls Talent Acquisition Recruiter Cargill/Versique
Radhika Aggarwal Senior Technical Recruiter Macy's
Audrey Fong Talent Acquisition Manager Cprime, Inc
Twyla Hatchett Lead Talent Acquisition Partner Darigold
Shawn Watzka Physician Recruiter NorthShore University HealthSystem
Abby Dooley Recruiter Edifecs
Katie Stevens Recruiting Chicago Director, Global Talent Acquisition GE Healthcare
Matt Englund Recruiting Minneapolis Talent Acquisition Leader Nerdery
Danielle West Recruiting SFBA Regional Recruiting Manager BDO USA, LLP
Katie Hoffmeister Recruiting.Work Talent Acquisition Recruiter H&A Architects & Engineers
Jessica Burgess TA Leaders Director, Talent Acquisition-North America WE Communications
Kara Wilson TA Leaders Recruiting Director MorganFranklin Consulting
Susan Landon TA Leaders Associate Vice President of Talent Acquisition Help USA
Mahen Kathirithamby TA Leaders Director, Head of Executive, Campus & Early Career Talent Acquisition Xerox
Melissa Rutledge TA Leaders Talent Acquisition Director Point B
Michelle Sickles TA Leaders Business Manager / Director of Human Resources LiquidAgents Healthcare
Jessica Marotta TA Leaders Talent Acquisition Manager Forrester
Daniella McDonald TA Leaders Manager, Talent Acquisition WorkCare, Inc.
Mike Sensenig TA Leaders Director of Talent Acquisition Haller Enterprises
Nancee Martin TA Leaders Managing Director, Corporate Recruiting AvAirPros
Glenn Murani TA Leaders Director of Talent Acquisition Vitalief Inc.
David Baker TA Leaders Sr. Director of Growth & Development/Brokerage Services One Homecare Solutions
Steve Chapman TA Leaders Director Talent Acquisition Thornton Tomasetti
Jay Barrow TA Leaders Manager, Talent Acquisition C.H. Robinson Worldwide, Inc.
Barbara Nichols TA Leaders Director of Staff Recruiting Milton Hershey School

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