Hiring the right people is a successful step in building a workforce.
Have you ever continuously recruited candidates for the same position? You hire repeatedly but still cannot find a suitable candidate? Or has your candidate voluntarily left during the early stage of the probationary period?
So why does a candidate fail to meet recruitment requirements or leave early? Let’s examine some issues in the recruitment process to identify where the selection process deviated from its original objective.
I. Some challenges in the recruitment process.
1. Stage 1: Finding suitable personnel
1.1. Identifying recruitment needs and writing the JD
After receiving a recruitment request from senior management or another department, HR identifies and analyzes the job requirements, including the knowledge, skills, experience, and qualities required of candidates for the position.
Based on the actual requirements of the position, write a detailed JD suited to the company and department.
Some challenges include:
- For some highly specialized jobs, the recruiter’s limited knowledge of the position can create recruitment challenges, particularly when developing the job description.
- JDs usually describe professional requirements and place less emphasis on professional personality. In some cases, a candidate may have the required abilities but later fail to adapt to the nature of the industry and the company culture.
1.2. Posting vacancies and receiving applications
Post vacancies through media channels or outsource the recruitment.
If recruitment is outsourced:
- It incurs costs, calculated for each position.
- The outsourcing company may not truly consider cultural fit. It selects candidates based only on their capabilities as described in the job description.
- If conflicts arise during training and the candidate fails to meet the standards, this creates additional costs—not only for finding a replacement but also for wasted training expenses.
Having an in-house HR team is an advantage for a business because its members understand the organization, have an established recruitment style, and know suitable channels for finding talent.
However, there must be clear communication between the department head and HR. Simply giving HR a request whenever a position becomes vacant is not enough. HR may search through many sources without meeting the actual need, wasting time. It also takes effort to find suitable candidates again, especially in highly specialized industries.
1.3. Application screening
Knowing the detailed requirements of the position makes the screening stage faster. This stage is highly effective when the job description is genuinely detailed and clearly states the requirements for the position.
However, candidates are recruited from various sources, and the challenges include:
- The information on a CV is fairly basic and may not be completely accurate.
- Candidates sometimes embellish their profiles, because the qualifications and experience they list do not fully reflect their actual capabilities and skills.
Based on experience, recruiters develop their own methods for assessing a candidate’s learning and development potential. This provides a basis for follow-up concerns and questions during the next interview stage.
1.4. Interviewing and selection
Some candidates exaggerate their capabilities or give standard answers, making it difficult to assess their abilities accurately. Therefore, competency and personality tests may be needed to determine whether they are suitable. These tests support recruitment, training, and future workforce development decisions. However, the cost of testing may lead businesses to consider carefully whether to use them.
To reassess candidate fit, we need a benchmark. This benchmark must be developed jointly by the department head and HR. HR establishes a basic framework that suits the company as a whole, while the department head fills in the details to identify the framework for the specific position.
When there is a clear benchmark, assessments become less subjective. Your selection becomes more accurate. It prevents situations where, for some reason, a candidate is interviewed for one role but ends up performing only at the level of another.
Common issues include:
- Selecting based on emotions rather than job fit.
- There is no clear scoring scale or standard for evaluating the gap between a candidate’s capabilities and personality and the requirements of the job.
- Organizations often focus on assessing capability without evaluating the candidate’s fit with the position. Meanwhile, poor cultural fit causes many candidates to leave during the probationary period or while they are just beginning to adapt.
2. Stage 2: Onboarding
At this stage, the candidate has reached the probationary period. How can you help them adapt as well and as quickly as possible? Some candidates come from different environments and experience culture shock. Others may not yet have adapted to communication practices or fully understood the company.
Alongside introducing them to the team, the team should also be introduced to them. Both sides should understand one another and their mutual expectations to avoid confusion and disappointment later.
At this stage, we show both parties the gap between reality and their needs, then work together to propose a way to close that gap.
The challenges at this stage are:
- The candidate’s capabilities do not meet the job requirements, or the candidate is not aligned with the direction of the work.
- Poor skills: unable to keep up with the training process. This is particularly important in service-related jobs, where skills always play a crucial role.
- Poor cultural fit. Newcomers may only recognize the difference between reality and their expectations of the job after joining. If the difference is too great, their commitment to the company or the industry becomes a concern. Experienced employees may bring working styles from their previous workplace, making the challenge one of adapting to the new company culture.
- Issues involving existing employees and management styles can cause many candidates to leave during the probationary month, making recruitment an ongoing cycle.
II. Candidate-related issues that cause early departures.
A lack of career direction creates several challenges for candidates when applying:
- Candidates may not know what their career direction is. They use the probationary period to assess whether the job suits them and make a decision. This causes individuals to spend a great deal of time moving between companies and industries. Businesses also spend considerable time and money on recruitment and training, without achieving good results.
- Candidates may not truly be satisfied with the job, but constraints in their circumstances force them to continue.
- They do not clearly understand themselves. They are in a position of “looking at the next mountain while standing on this one””. The quality of these employees’ work is often low, and they are more likely to change jobs.
These issues are often difficult for recruiters to detect. Candidates will not reveal them during the selection process. In the long term, however, they will become evident in the quality and performance of their work, as well as their work attitude.
Objective measurement through testing is necessary to understand candidates, rather than relying only on what they choose to show you.
III. Issues involving the current employee team
Sometimes the HR team finds many candidates for the same position, yet they leave during the probationary period. People come and go; sometimes only two or three out of ten candidates remain. Apart from reasons originating with the candidates, could there also be reasons stemming from the current staff or team that prevent candidates from continuing?
Failing to understand the characteristics of the current team can lead to recruitment that is unsuitable both professionally and in terms of working style.
Look at and analyze the characteristics of the team you are currently recruiting for.
- What are the current team’s vision and goals?
- The leader’s leadership style and direction.
- The role groups currently present and the role groups that need to be recruited. Balancing the capacity to take on different role groups helps the team develop in a strong and sustainable way.
- Interaction styles among members.
- Working methods and thinking styles.
- Conversation style.
- Conflict style. This factor has a major impact on harmony within the team.
Based on an understanding of the team, recruiters can determine its stability, as well as how well it can integrate and welcome new employees. This helps them consider why candidates may be able to work long term or may leave after a short time.
Learn more: https://vienquest.com/xay-dung-doi-nhom-trong-doanh-nghiep/
When should competency and professional personality assessment tests be used for personnel?
Moving toward the use of tools that support businesses in comprehensively measuring and developing employee capabilities is essential. This begins with recruitment and continues through workforce development and growth. The products provided by VienQuest Institute help businesses understand and manage their workforce quickly, conveniently, and effectively based on scientific analysis.
Learn more:
Test for Measuring Professional Personality and Human-Resource Capabilities Trait-Map: https://vienquest.com/trait-map/
Capability and Job Performance Test Uchida-Kraepelin: https://vienquest.com/uchida-kraepelin/
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