Hiring The Wrong Person, When Recruitment Gone Wrong!

After spending hours crafting the perfect job advert and sifting through what feels like a million applications, you finally find the one.

They have the ideal skillset, they’re excited about the role, and you can tell they will be an excellent fit for your team. So what could go wrong?

Your business loses more than time, money and effort recruitment process, hiring and training people who perhaps shouldn’t have been brought on in the first place.

Unfortunately, even when you’ve done everything right, sometimes things don’t work out. Maybe they weren’t as good as they seemed in the interview, or perhaps the culture wasn’t a good fit.

Whatever the reason, it can be a nightmare when recruitment doesn’t go to plan.

So what can you do to minimize the risk of things going wrong?

This post will explore some top tips for avoiding recruitment disasters.

There’s no doubt that poor recruitment decisions of a bad hire can have long-term impacts for organisations. It is essential to take the time to carefully screen candidates and make sure they are a good fit for the position. If you find yourself having hired the wrong person, you can take a few steps to try and remedy the situation.

First, determine why the person is not a good fit for the job. Is it a skillset issue? Are they not meeting expectations? If it is a skillset issue, see if there is any training to help them improve. If the problem is that they are not meeting expectations, discuss with them to see if any changes can be made. If you have tried these things and the situation does not improve, it may be time to let the person go.

At the resume review stage, we scan all resumes using an AI system. Technology at this stage sometimes creates anomalies that a human reviewer can easily miss. However, we have found that AI does a great job of identifying potential candidates for our open positions.

The resume scan is as reliable as a cat’s eye. The algorithm drove the search toward candidates who were most like successes and then toward candidates who were most like those who did well.

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