A can learn best practices, such as proper

A
company’s success depends on the employees that are willing to be creative,
stand their ground, pitch their ideas, make mistakes and learn from them, a
strong work ethic, and keeping yourself accountable. A bad hire can be
difficult for an employer to correct and costly for the company. Current
employees may begin to feel like the work culture is lacking and seek other
employment. To prevent these mistakes, whether it be the hiring manager, HR, or
supervisor, they need to be tactical when it comes to the initial approach of
the job position. By investing in proper interview process and practice, it
will help to be able to preemptively determine the qualities, traits, and
skills in qualified candidates that will save time and money in the future of
the company.

            In allowing employees to take part in the interview
process, it shows a sense of transparent communication so that everyone knows
what is going on during the decision process (Heathfield, 2016). With more
communication, comes more collaboration. If the designers, HR, and supervisors
can collaborate more on the decision process, then they can come up with
diverse opinions and questions that are all important to the final decision.
Employees also will feel like they can take “ownership” and responsibility of
the new hire and properly assist and mentor them (Heathfield, 2016). Since they
took the time and effort out of their day to help with the process, they now
feel invested and want to see that investment follow through. Also by allowing
everyone to ask questions together helps everyone gain experience in the hiring
process. They can learn best practices, such as proper questions and answers to
situations.

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            Another fantastic way is to have group interviews.
Multiple people from the company should be involved, especially those who would
be working closely with the new candidate, someone who has a similar job, or
the supervisor/boss. Doing this not only allows for better screening of the
candidate, but the employees feel more involved in the process and that can
overall improve the experience. Make sure to leave time for the candidate to
ask questions as well. Allowing them to ask questions about the company or
those who they will be working with allows you to see a little bit more of who
they are and if they could be a good fit for the company.

            Most candidates are prepared more than ever for the
interview process due to the numerous interview tips online. They’ll be ready
for, “what do you consider your greatest weakness?” or “what kind of animal
would you be?” It’s good to think outside of the box with questions to be able
to see how the candidate handles situations. You could ask, “how do you
successfully handle working alongside other designers when you’ve had a hard
day?” or “why do they make man-hole covers round?” (that one will really make the
gears turn!).

In
fact, the Dice-DFH Vacancy Duration Measure found that employers are taking
longer than ever—from 25 to 58 working days—to fill positions
(Olsen, 2015). Sometimes, even this slow of an approach could prove wasteful.
You could lose an amazing candidate because they went with another job offer
that came to them more quickly. Take the time to vet the candidate and
understand if they are a cultural fit, and then make an offer.

            Not only is
the correct ad important, but so is timeliness. A bad hiring decision could be
made because the employer feels desperate to fill the position. The company
could be short staffed and facing multiple deadlines or the “perfect” candidate
can’t be found so the “OK” candidate is good enough. To help avoid such
situations, employers should keep a list of potential employees on file to help
save this type of panic.

            One simple
way is by making sure the ad for the position is well written. Most companies
focus on the candidate’s skills, degrees, and certifications. For a senior
interior design student seeking entry level employment, their degrees and
certifications would be a B.F.A in Interior Design, accomplishments and awards,
involvement in professional organizations, and work history that relates to
their degree. Traits that are important are detail oriented, organized,
timeliness, flexibility, honesty, reasoning, and creative vision. Skills would
include proficiency in AutoCAD, Revit, Photoshop, hand drafting and rendering,
sketching, etc. These elements and more are important in starting to look for
the right candidate for the position.

            Hiring the wrong person can result
in major financial repercussion for the company. Harvard Business Review estimates
that 80 percent of turnover is due to bad hiring decisions and can cost
one-fifth of the estimated employees salary to replace the employee (Olsen,
2015). A lot of the consequences associated with a bad hire go beyond the
financial costs. It can also affect the company culture, decrease in work
productivity, and potential loss of clients. Although most companies understand
the importance of getting the hiring process right the first time, there are
still ways to easily avoid those mistakes and make the hiring process better
for everyone.

When
I obtained my most recent internship, I went through a stringent hiring process
that most interns wouldn’t go through. I had a lengthy phone interview, back
and forth emailing with HR, and then an in-person interview. When I arrived for
the interview, I was not only interviewing with HR, but with three designers
and an Associate. I was completely unaware of this interview process, but I
walked in to the conference room confident and ready to talk about what I had
to offer. The designers could ask me specific questions about my job history,
go page-by-page through my portfolio, what accomplishments I’ve had, would I be
ready to work in a fast-paced work environment, etc. To others, this form of
interviewing might be intimidating or unnecessary. It is a fantastic tool to
help HR and employers to get a true understanding of who they are hiring and
allow those in the firm to have a say in the decision-making process.

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