#Nextchat: How to Avoid “Hirer’s Remorse”


Finding and hiring new workers for your organization is a time-consuming and complex undertaking. It is also one of the most important for an organization’s continued growth and survival. Unfortunately, sometimes the people we hire just don’t work out.

It can happen that after weeks of interviews to fill a job opening, you hire a candidate whom you believe is the perfect fit. A month later, you’re wondering what happened to the person you originally interviewed. The “hirer’s remorse” sets in.   

There are many reasons for bad hires. Some employers fail to identify in advance the skills profile needed for success in the position and create inaccurate job descriptions. Others may ask the wrong types of interview questions or go with gut instincts in an effort to quickly fill a position.    

Relying on an inexperienced hiring manager’s evaluation of a candidate can also be risky, as job seekers have become experts of the oversell and have learned crafty ways to exaggerate their skills and experience.

All of these bad decisions are costly to companies. Studies by the American Management Association show that "the cost of turnover for a single employee can range between 25 percent and 250 percent of annual salary, depending on their level." Overall employee morale will also suffer the consequences.  

Employers are now finding ways to revamp their interview processes to ensure the better selection of new hires. For instance, Goldman Sachs recently announced it “would no longer conduct first-round, face-to-face interviews on elite college campuses, and instead would interview students remotely on video” as a way to ensure that new hires “were better suited for the demands of banking.”

How are you avoiding the dreaded "hirer's remorse" of bad hires?

Please join @weknownext at 3 p.m. ET on July 13 for #Nextchat with special guest Lorne Epstein,  author of You’re Hired! Interview Skills to Get the Job (@LorneEpstein). We’ll chat about the steps recruiters and hiring managers can take to find the right fit for their organizations—every time.



Q1. What are the first clues that you hired the wrong person for the job?

Q2. Was the reason for the bad hire skills-based, culture mismatch, criminal/legal or other?

Q3. What effect did interviewer group think have on your bad hire?

Q4. How often are competency maps or skills profiles to blame when hiring the wrong person? 

Q5. How do you use pre-employment assessment tests during the interview process to ensure a better fit for a job opening? 

Q6. Aside from skills, how can you determine in the interview if a candidate is a good fit for your organization’s culture? 

Q7. What components of traditional interviewing are you revamping in your organization to reduce the number of bad hires?  

Q8. How are you using technology to improve sourcing and interviews to reduce bad hires?

Q9. How are you training hiring managers at your organization to be better at interviewing and selecting new hires? 


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