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As a hiring manager, you’ve likely experienced a problem that goes something like this. Your recruiter found the ideal candidate and engaged them masterfully by extolling the virtues of the organization, role, manager, and colleagues. The star candidate moves through the recruitment process in just over a month before getting and accepting the offer, ready to start his/her dream job.
Then, somehow, after just a few months on the job, this star candidate—the same one with the glowing references and pristine resume that could do no wrong—looks a little less than perfect. What initially was him arriving just a few minutes late has now morphed into a pattern of tardiness, absences, aloofness, and less than stellar work output. What could have possibly gone wrong? This may have been a prime example of misaligned expectations—and what if the best way to address this started well before the candidate ever stepped foot into the organization?
As we all know, no job is perfect. But do we remember that when we are in the throes of the recruitment process, being told how great and impressive we are before being offered a sizable increase in compensation? It’s hard to remain stoic and objective throughout this process, yet some degree of levelheadedness is critically important when making life-altering decisions. Otherwise, we may end up making a decision that we later regret.
In the case of the star candidate, the job he thought he was accepting ended up being far different from reality, resulting in his immediate disengagement and desire to find a new, better job. And this is not just bad for the candidate who must spend time looking for a new job; it is also bad for the company, which has to spend, on average, at least $4,000 hiring, training, and onboarding a replacement, according to research by SHRM.
So what can be done to better align expectations with reality in the recruitment process? One underutilized option is a realistic job preview (RJP). RJPs involve the dissemination of job-related information to candidates that contains both positive as well as negative elements, rather than the solely positive information that is typically offered up by organizations looking to “sell” candidates on the company. Research dating back 40+ years has examined RJPs in the context of improving outcomes for employees and organizations. Indeed, a 1998 meta-analysis of 40 studies found that RJPs help significantly decrease candidate attrition from the recruitment process, increase new hire job performance, and decrease turnover.
In the case of consulting, an effective RJP might involve verbally explaining to candidates before hiring that there has historically been a vast amount of dissatisfaction and turnover in the first two years of employment related to the long hours working in cramped team rooms as well as the frequent travel—often late on Sundays or early Monday mornings—to client sites in sometimes remote locations. In some cases, the information presented to candidates with RJPs is new to them and helps inform their decision of whether or not to continue in the recruitment process based on what their role will actually look like, thereby improving the accuracy of their initial expectations about the job. In other cases, the information given in RJPs is less important than the simple fact that the organization is showing itself to be honest, by sharing both the good and the bad with potential employees.
As an organization looking to implement RJPs, there are many practical issues to consider: When should I offer the RJP? Should the RJP be written, verbal, or a video? While research will potentially take many more decades to uncover all the details of what works best in terms of implementing RJPs, some insights from the literature may be helpful. In terms of medium of presentation, if the goal is to improve eventual job performance, video-based RJPs (an example can be seen here) are often most helpful, as they give candidates the most vivid, concrete sense of what the job entails. Written RJPs, on the other hand, are best for decreasing the chances that candidates drop out of the recruitment process. In terms of timing, organizations may want to provide RJPs right before hiring (i.e., after an offer is made but before it is accepted), rather than very early on in the recruitment process, if the primary goal is to reduce turnover of new hires down the road.
With record-low unemployment, it is becoming increasingly difficult for organizations to attract, hire, and retain top talent. This can result in recruiters and hiring managers pushing the narrative that their organization is perfect and without fault. While this tactic may help with the goal of attracting and hiring talent, it will almost certainly come back to bite you in terms of retaining talent. In that case, the best talent strategy for organizations may involve sticking with the classic aphorism: Honesty is the best policy.
"Happy" - Google News
January 10, 2020 at 06:39PM
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The Best Way You Can Ensure New Hires Remain Happy On The Job - Forbes
"Happy" - Google News
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