▼ 7 Biggest Mistakes of Businesses & How To Avoid Bad Hires▼
Images Hyperlinked or ZoomableFrancesco Schettino was some HR Manager's idea of “well-qualified”. Except, that entrusted
with a ship longer and heavier than Titanic; lacking qualitative judgment, professionalism &
once said: “The only thing you'll ever have in abundance is incompetence.” And that is
people face in the Social Media era. Finding talent that brooks no nonsense about
non-business term, try justifying the above numbers and facts in a court of
law, to angry victims, to shareholders or to a board directors. When it,
captain & victims of Costa Concordia, on a disastrous detour was
all over, even the Italian justice system that sentenced 4 others
looked incompetent & devoid of True Credibility. Credibility
verifiable plus linked to a history & pattern of decisions
resulting from qualitative & excellent choices. From
the best global brands to high velocity, high-level
policy-making government jobs, scandals/poor
Joseph made and rightly paid for, serve as
good reminders to HR professionals. HR
technical skills and “who you know”
or even hiring people who are as
affluent as other senior execs,
are not proof of good hiring
is best vetted by superb
experts who apply
deep web know-
how in helping
There are Unforgivable Hiring Mistakes in the Age of Big Data that many aloof talent acquisition managers, recruiters and consulting firms are ignoring, to their detriment. And in many cases, aren't even aware of. From tech and security, to millennials, plus importantly, the candidate experience.
In the Age of Unbeatable Customer Service, you can't talk up “We take [fill-in-the-blank] seriously”, keep hiring people who lack both strategic intensity and impeccable Customer Experience acumen while magically maintaining, increasing market share, or dominating the competition. Not with bad stories on social media. Hiring great people begins with this implicit understanding.
The best hiring decisions of the Social Media era and Age of the Customer—particularly for high profile organizations that can't afford embarrassing episodes (like AirAsia's recently) injurious to brands in tight markets—will feature holistic strategies factoring in social media, beyond reputational damage. Social Listening and damage control alone won't cut it. Nor does having “a good feeling” about a double-faced candidate reveal competency alarms or nefarious, criminal activity.
Professionalism begins with respecting customers through impeccable quality and performance, achieved and delivered first, by getting People, Strategy Execution and Crisis or Cyber Risk Management, right. A notable example here is the The Insider Threat vs. Access Governance, HR, IP & IT Security (AKA) Snowden Problem. Also recommend and hyperlinked, this book:Professionalism isn't about how loud, two-faced and/or obnoxious one is. Authenticity and Consistency are key. So is being able to back up whatever one claims is their expertise. Like leadership, Professionalism is not a position but rather, constantly evolving and consistently positive/constructive set of qualities seen through the prism of habits and skills that one commits to honing over a lifetime. Such is the story of one of America's “Best Places To Work”, FleishmanHillard. The firm “ranked as having the best reputation among the PR field”. And whose selection process, like that of American Express, is thorough. That professionalism isn't a coat of pretense one puts on to suit an occasion and take off when it suits them. I remember once receiving a call from a woman claiming to work for the Shanghai branch of architecture giant SOM (Skidmore, Owing & Merrill). She was articulate. But throughout our conversation I was a little taken aback by the verbose, self-assured promises, professions and affirmations she kept making in the name of the organization. As quickly as she appeared on my (telephone and e-mail) radar, she was 'gone with the wind'. And there was no professional acknowledgement when we attempted ensuring she had everything she'd previously requested. That is classic inauthenticity.Honesty is all about speaking the truth without calculating or factoring in consequences, rewards, or risks. Not to be confused with Honesty, Integrity, which we discussed in both 4a and 4b of this Series, and as you'll see below: is one of the 3 Core Values of the United Nations. It is derived from a person or organization's (moral) code of honor and/or (professional) ethics below which they resolve to never stoop, lest they compromise, devalue, debase or jeopardize their identity, dignity, mission and/or vision.
For example, fact: I work only for certain organizations sharing my values and have resigned from a company where a "supervisor" physically threatened and verbally abused me among a litany of professional improprieties and violations. Fact: Professionalism is a primary reason for moderating my web content. Others include the expectation of
good/positive humor or
camaraderie and constructive (not destructive) criticism. That, and nothing less. All unauthentic ("gotcha-type") communication attempts are filtered out so the humanity, dignity, productivity (i.e., more important priorities or direction/goals) of the individual, artist or visitor on the other side of the pixel is preserved, as is the positive energy or narrative they're trying to put out. Why?
Hans Hofmann encapsulates the perfect answer and underlying
“The ability to simplify means eliminating the unnecessary so that the necessary can speak.” CEO and philanthropist Manoj Bhargava's well-known policy is simple: “No aggravation...Aggravation is the largest cost in business.” There are a number of unethical business models by unethical and/or psychopathic people profiting from aggravation, disrespect and sadism online.
Yet the United Nations doesn't believe in the fallacious notion of “respect must be earned”.
And neither do I, for good reason.
When you begin with unconditional respect for humanity or an employee, you have a better chance of exciting passion in your employees or people you come into contact with; achieving productivity & high performance on the scale of companies on the Fortune 500 or 'Most Admired' list, say. And lasting human relations and cooperation which happens to be a by-product of mutual understanding is also realized. Which leads us to the 3 Core Values of the United Nations followed by Core Competencies on which the foregoing habits, skills & qualities (esp, Professionalism) rest .
is all about readily observable and consistent behaviors and attitudes that form the basis of a person's character and in turn drives their high standard of performance. Moreover, that standard isn't just pulled out of thin air, hence the relevance of Henry Ward Beecher's exhortation:
“Hold yourself to a higher standard than anyone else expects of you. Never excuse yourself.”
You cannot just go from nothing to something. And businesses like FleishmanHillard, which was founded in 1946, high performers, high profile organizations as well the United Nations recognize that. That's why we have
Core Competencies that great recruiters seek.