When it comes to the hiring process, HBR says that most employers are missing the forest for the trees: Obsessed with new technologies and driving down costs, they largely ignore the ultimate goal: making the best possible hire. Here are some practices to re-consider:

Hiring for the long term

Do not promote a job,

promote a career. If you are growth-driven, you definitely should be able to offer career plans. It is recognized that most people want to grow with their organization. If you cannot enthusiastically describe a bright future within your organization, the most qualified applicants will stay away. When we help our clients develop their employer branding strategy, this is always the first question we ask:

"Can you talk about a bright future and HOW your human capital will be part of it?"

Growing the human capital from within

I hear too often from employers that nobody inside the group qualifies for a higher-level position. It might be harsh to ask, but whose fault is it? If you hire to fill a position without thinking how that person can grow within the next few years, you are limiting the human capital potential of your organization from the get-go. "we are looking for people who want to develop a career, not just get a job" is a good statement that means it all. By focusing too much on technically competent applicants who are primarily selling the content of their resume, rather than their ability to contribute to your group's expansion, you face the potential liability of hiring for the short term and developing poor retention.

Redefining "passive" candidates

Employers face the reality that around 85% of employees are open to moving to a new job, at the right price. And they tend to promote better compensation packages as the ultimate attractor of new talent. However, HBR provides a new picture: passive candidates are waiting for the best offer - and present money as the main driver for a new job. On the other hand, active candidates are those who look more actively for a position offering better work conditions and career opportunities. More active than passive job seekers reveal themselves to be more passionate about their work; they are more engaged in improving their skills. They are mostly motivated to move because they are ambitious, not because they are money-driven.

Hiring for attitude, not resume

I have written about this concept in many previous articles. It always amazes me that the majority of small business owners are so focused on hiring people with the right technical skills. They are willing to blindly pay a premium for a more "experienced" new employee, only to realize that competence and willingness are two very different attributes. There is ample evidence that the vast majority of terminations are due to a serious lack of soft skills - such as team spirit, communication skills, willingness to learn, etc. - rather than a lack of technical competences. To be honest, this is the hardest point I try to communicate to my clients. For some reason many believe that they will have to spend less time and energy to make a new employee productive if they already know the business and the position specifics. Here is the hard truth about soft skills: 89% of hire failures are due to personality-related weaknesses, per a Leadership IQ research.