Here’s a newsflash for you: we are currently living in one of the worst labor shortages in modern-day history. Not necessarily “news” to you? Good, that means you at least skim the headlines from time to time.
Here’s something you may not be expecting though: we think we may have a way to alleviate the pains many employers are feeling when it comes to new hires.
Instead of hiring based on traditional roles with traditional job descriptions and traditional interviews, ask potential candidates this question, “How would you, as a new employee, help solve our company’s problem?” Not convinced of this strategy? Keep reading to find out why we think it could help you keep top-performing employees past the honeymoon stage.
First, the Current Problem
In November 2021, 4.5 million workers left their jobs in the United States as part of what’s now being called the “Great Resignation.” At that same time, there were 6.8 million job openings. One of the sentiments being heard is that employees are feeling unappreciated, unchallenged, and underpaid.
Meanwhile, employers are feeling pressure when trying to fill their overwhelming shortages. The average company spends $4,129 to file one position and weeks in training. Before they can even get to that point, companies are resorting to decades-old practices of posting job ads and interviewing dozens of candidates. This process likely involves these steps:
- Identify the labor shortage and position that needs to be filled. Base the salary and benefits package on industry standards.
- Write a job description using industry jargon, possibly even a template showing zero personality or company culture. Post it on several online job boards and await a massive influx of applications.
- Screen candidates automatically by including several prerequisite questions regarding education and background. Further screen candidates based entirely on a one-page resume and cover sheet.
- Interview the final candidates along with a hiring team that will nitpick the person based on arbitrary requirements and opinions. Ask the standard interview questions referencing strengths and weaknesses and get the standard canned responses.
- Offer the job to the person who either performed the best or had the best references from an insider. Give your regrets to the others even though they may be better suited for the position along with some feedback for their future efforts.
- Spend the next several weeks onboarding the new employee and training them for a role that they’ll likely outgrow in less than five years.
- Rinse and repeat this roughly 30-day process every few months when an employee decides to move on to “better things” or a role that challenges them.
What if we could fix steps 1-6 by really examining the seventh and working hard to nip it in the bud earlier in the process? That’s where our new strategy comes in.
The New and Improved Way
Imagine that the next time that you need to fill a vacant position, you spend more time at the beginning of the hiring process to make sure you choose a candidate that’s a good fit for the role and your company, as well as for the future. Let’s look at what that may look like:
- Identify the labor shortage and position that needs to be filled. Base the salary and benefits package on what your company can afford to make a person feel valued and afford to live comfortably in your geographic area with room to grow.
- Write a job description that actually sounds like something someone would say. Infuse your company’s culture in the words. Discuss the qualities that you’d like for a person to possess instead of the background or education. Remember, skills can be taught, personalities are hard-wired.
- Screen candidates based only on truly non-negotiables such as availability and required degrees/licenses. After all, does it really matter if they have seven years of management experience versus a solid three? Do you really need them to have a college degree versus on-the-job experience? What matters to you?
- Interview the candidates paying attention to the chemistry you and your team have with them. Does it feel forced or natural? Choose questions that will show their values, goals, and capabilities. Again, remember, skills can be taught.
- Here’s where we veer off the beaten path. Ask the candidate how they would solve a specific problem that your company is currently dealing with, then give them time to think about it and respond. There is no better way to assess their problem-solving skills than with this step. Also, the candidate will instantly feel as though their opinion and input will matter with your company.
- Hire the candidate that best gels with your company and shows an aptitude for growth. Pat yourself on the back for reinventing the wheel and watch your new employee thrive for years to come.
What’s the Difference?
While these two methods of hiring may have some similarities, you’ll find that the outcome is vastly different. With the new way of hiring, you’re going to end up with an employee that has good chemistry with your team, feels valued, and has many reasons to want to stay. The best part? When the honeymoon stage is over, instead of running for the hills, they’ll come to you directly and ask for guidance on what they can do to grow with you instead of away from you.
You see, it’s becoming painfully obvious that employees are done with the status quo. They refuse to be boxed into traditional roles with stuffy titles and stagnant salaries. They want more. While this could (and should) sound the alarms for employers, the fact of the matter is that most employers can (and should) rise to the occasion.
So, from Corporate America to Small Town USA, how do you avoid the pain associated with labor shortages? It starts with asking a new question during your interviews and it ends with taking care of the employees that you currently have and building the best ones for tomorrow.
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