It’s imperative your hiring process helps you find top talent and bring skilled candidates on board. Unfortunately, problems in this process could do long-term damage to your company that makes it impossible for you to continue to grow and thrive. Some of the key ways that a bad hiring process can hurt your business include:

  • Imposing economic costs. When you are slow in the hiring process, you may have a smaller staff than you should and this can impede productivity. This reduces your profitability and has a direct cost in terms of how much your company can do.
  • Creating a negative impression with candidates. No one wants to be kept waiting for months to find out about their job prospects. If you string candidates along for weeks on end, they may decide to look elsewhere and you’ll lose the most qualified people. You may also find yourself in a situation where candidates you’ve kept waiting for months who you don’t hire end up thinking badly of your business.
  • Damaging your employer brand. Word gets around about companies that are a pain to interview with – especially with the advent of the Internet where companies can receive ratings and people can share their bad experiences. You don’t want to damage your brand and make your company an undesirable place for skilled candidates to apply.
  • Making bad decisions on hires. When you take a long time to go through the hiring process, you may reach a point of desperation where you have to quickly hire a candidate. Trying to hire someone under pressure results in you making a rushed choice and bringing the wrong person on board. Delaying too long could also cause you to talk yourself out of hiring good candidates early in the process who may have been a great fit for your organization.

One of the best ways to make sure your hiring process doesn’t hurt your company’s success is to work with a skilled staffing firm that can make this process go smoothly. IES Custom Staffing is here to provide the help your company needs, so give us a call today to learn more.

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