Standardized Approach to Hiring

By David Dodson
2020 | Case No. E715 | Length 15 pgs.

An unwillingness to invest the time is the primary reasons people cut corners on the hiring process. Yet, saving time is a poor trade-off. We estimate that the round-trip for an unsuccessful hire—when taking into consideration the time required to terminate the employee and hire his replacement—is 44 wasted hours.

Massively improving your hiring doesn’t require special instincts or talents. Best practices are already known and invented—and they work. When a non-profit I was involved with, which operated in seven African countries, hired their first three country managers and all three failed to meet expectations and were replaced. I pressed for them to implement the sub-skills outlined in this chapter, and upon doing so all seven of their next country managers were terrific successes. They saved time, money, and vastly increased their performance as an organization.

Learning Objective

This note is designed to help students understand why it is essential for an organization to implement a standardized hiring process. After reading this note, students should be able to describe the common shortcomings in non-standardized hiring processes and offer specific recommendations on how to address them to align with best practice.
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