Читать книгу Predicting Success - Lahey David - Страница 8

It was a transformation whose time had resoundingly come. The world couldn't continue to function inside of an arrangement that rewarded one so unjustly at the expense of another – and still expect growth and success. The human piece. The future will be one where the number of jobs available will exceed the talent available. It will be a fight for “free agents,” a path to find the best employees and also to keep them. The generation coming into the emerging companies grew up differently and has much less loyalty as part of its DNA. It will be “caveat employer.”

Employment-granting executives must experience a dawning realization that they must find the right employee for their culture and either be hyperaware of employee discomfort with workaday lives or be ready for days, weeks, or perhaps even years in lost productivity – big time.

Sourcing, attracting, and training employees is an expensive enterprise, and if the inducted staff member proves a bad fit for the company once he's an established member of its ranks, well, the money's already been spent. In larger companies, you “hide” him by moving him to another role. After all, you can't admit an error because that would reflect badly on you. Sometimes you need to hire the “best warm body” to get that tick mark for yourself in the quarterly report. Who cares about hiring someone appropriate, just so long as you get that bonus, right? The employee will work it out. Never mind that he was wrong for the job. Never mind, either, the indirect costs associated with finding, interviewing, reference-checking, and onboarding the newbie. And never mind that the cash will now need to be spent again – to source and attract the next guy and bring him similarly up to speed.

On average, research from business information firm Dun & Bradstreet reports, it costs some $90,000 to attract, identify, hire, and train an employee whose managerial position pays $60,000. For a staff of 10 employees, that's $900,000. Still, it took an alarming amount of the world's time to come around to this reality and to finally pay this most critical ingredient of the recipe – considering its potential to impact an organization's fortunes – the attention it warrants. When a CEO sees the real ROI on preventing bad hires, it catches her attention.