The Joel Test no.11

Published: February 21, 2010 16:00

The application process is there for two reasons. One, for the employer to get to know if the employee is a good fit. And second for the employee to get to know if the employer is a good fit. With any role a new hire needs to address a number of ‘transferable skills’ questions such as ‘can this person communicate clearly’ and ‘can this person work with others’.
However, on top of this each role has specific skillset requirements. It is these requirements that need bespoke methods of identification. The question is, what methods should we use?

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Posted via web from bobscape | posterous

Back in March, when I first had an attempt at launching this blog, I published an article called “Warm Body Syndrome“. Despite nobody actually reading it at the time (except Sam Barnes; thanks Sam) it is my most popular post via google searches.

As Headscape are back on the recruitment merry-go-round (product marketing or something(?) | tech guy/gal), and some people actually  read this blog now, it seemed like a good time to float this post back to the top again.

Found any warm bodies?

Have a read of  ”Warm Body Syndrome“. Google stats can’t be wrong! It must be good. *smile*

Let me know what you think. Have you ever recruited a “warm body”? Maybe you have been a “warm body”. What was your experience?

We’ve all been there. There is a hole in your team, a job that needs to be done. Maybe somebody has moved on leaving a vacancy or your activities have expanded to such an extent that new skills or more resource is needed. And what’s more, you need it now!

The temptation is to fill the vacancy as quickly as possible. The first person who is willing and able is given the job. The nearest warm body is plucked out of the air and put in place as soon as possible. You just succumbed to ‘warm body syndrome’.

Ok, so you might get lucky. Somebody was in the right place at the right time and they are perfect for the role. They have all the skills, they have the temperament, you get on well, everything is a roaring success and all live happily ever after. However, sadly, this isn’t the norm. A simple rule to remember is; “just because they can, doesn’t mean they should.”

A few things to bear in mind:

1. You are not doing anybody a favour by asking somebody to do a job they can’t do. 
2. You are not helping anybody out by agreeing to a request from somebody to do a job that they are not able to do.
3. Making a wrong decision is expensive!
4. Making a wrong decision is waste of time!
5. Making a wrong decision just upsets all involved.
6. Making a wrong decision will mean you just have to go through the whole process again.

It’s best to take your time over such things. Don’t appoint somebody just because there is nobody else. If they are not right for the role then that’s it. End of story. Remember that undoing this decision is going to be a drawn out and painful process. It’s worth taking your time and getting it right first time.

This can be difficult. There is a temptation to either put somebody in post because they really want the role. Or to appoint because you really need the position filled.  But it is best to not appoint at all then to make the wrong decision. Taking your time and waiting for the right person may mean that the existing team need to work harder for a while. It may me somebody in the team doesn’t get the promotion that they have been after. It may mean the new initiative that you want to kick off will need to wait. But all these things are better than the alternative.

Resist the quick fix. Take your time. Get it right.