First let’s look at what we have found to usually be the best employees - Consistently they:

• Adjust well to problems are proactive in dealing with setbacks
• Work well in a team environment, put group success above there own
• Usually exceed expected results
• Dedicated to completing assignments regardless of the challenges
• Knowledgeable of everything concerning their job and plan ahead for change
• Do not watch the clock -frequently stay late without complaint
• Offer help to others, even on their own time
• They are “idea” oriented and routinely think beyond the easy solutions
• Work hard, have a internal work ethic that drives them harder than any boss ever could
• They listen and will modify themselves to better accommodate the demands of the job

Think on this while we look at the most common things that most hiring managers look for when filling a position:

• How prepared a candidate is

• Are they dressed appropriately for an interview

• Were they on time

• Is your initial impressions positive

• Do they seem like a good fit

• Is their education appropriate

•  Are there answers and questions consistent with what your anticipated

What similarities does the employee list have in common with the candidate list? Very little, it is a significant disconnect in the system and a contributing failure for many hiring programs. Consider something else – good employees are not normally going to be out looking for a job. They are going to be well compensated, established, happy and treated well by their employer.  When these employees have to go looking for job, they may not be very good at it. They haven’t had to work at being a "best candidate," its new territory to them. Yet your hiring program is probably designed around the needs of identifying the wrong group. When one of our recruiter presents a “great candidate” for a position employers are often surprised to find there is no resume or only a brief profile.  That is because these are normally a “best employee” not a “great candidate.” Recruiters usually only receive a full fee if an employee stays on and is successful on the job so they are looking for “job skills” not “interview skills”

If you are beginning to recognize a possible problem you may want to know what steps you can take to refocus your hiring efforts. Two steps you can quickly do is to put less emphasis on interviews or resumes and more on background and assessments. Learn to look a little deeper at everyone that is in consideration for a position. Write your job ads to attract a successful employee not a slick job seeker. Remember best employees may not make a great impression at first.  They won't spend the time applying for a job unless it's easy and the job is worth it, don't usually have the time to prepare fully for the interview and may make a good first impression- may not — still they will make the best employees, have more choices than the best candidates, so tend to show less interest and may need to be convinced.

Now it's time to review every step of your hiring process with an eye toward change. How many individuals have you screened out because your systems were focusing on best candidates, not the best employees? Your mandate must be to hire the best person you possibly can for every position. It will take more time and effort. It is inconvenient. It is also very much worth it. If you can’t enact these changes consider augmenting your process with professional recruiters who are already well aware of these principals.