When I talk to the Supervisors, Managers and Executives who make hiring decisions, I usually start out asking “How many of you have can claim a 100% success rate with the people you’ve hired?” People tend to look around, embarrassed that they are not raising their hand, only to laugh when they realize that no one has raised their hand!
Hiring is tricky business and there are lots of tips, processes, strategies, and skills I can suggested for increasing the success rate. But without a crystal ball, the chance of getting up near 100% success only increases with the fewer hires you make! The truth is that even with the best of intentions and armed with solid and proven strategies and skills, jobs shift and things change. Hires made today may not have the lasting power we’d like.
First ask “Why did I hire them?” You may discover that while you saw the evidence for potential, you didn’t capitalize on it. The opportunities for encouragement were missed and chances to provide development were insufficient. They may have started out great, but talent waned when more was asked of them. Perhaps the job changed focus but their motivation didn’t.
Then ask “Would I hire them again?” and if the answer is ‘yes’ than do what you can to recapture the potential before they take it to a competitor. Talk to employees you want to retain about development opportunities and then follow through. If you want your employees to invest their energy in your organization, your organziation better invest some energy in them.
It’s true that there is a school of thought that believes that pouring too much training into employees may educate them for other companies. Younger employees tend to job hop if they can’t be promoted quickly and your firm may not have career ladders with lots of rungs. But not developing your human resources leaves your company at a distinct disadvantage and people tend to stay when they are being developed. They leave for a host of reasons, but getting training and development isn’t one of them.