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If Ric wrote it, which
I assume he did....I dunno...probably `cause he said he did!...then I
like the idea of quoting himself. I`m gonna steal that, I think. :-D
Craig, Janie and Roland...all very good comments with different perspectives; they all make good sense. The simple fact is you can`t take the saying literally. Seems like we were kinding responding that way previously on the subject.
I had said I had experience with it for 5 years so here it is.
If Ric wrote it, which I assume he did....I dunno...probably `cause he said he did!...then I like the idea of quoting himself. I`m gonna steal that, I think. :-D
For immediate release
August 24, 2007
You can’t fix stupid or lazy
The war for talent is fiercer than ever with record long-term low unemployment. It is increasingly difficult to discover that ‘perfect’ candidate. In days of yore, good jobs were jealously sought and difficult to acquire, which meant the hiring corporation was the plenipotentiary of the unemployed and carried ultimate authority in deciding the successful candidate. But as Dylan said, “The times they are a changing.”
Research undertaken by the Society for Executive Wisdom (SEW) has confirmed what is commonly believed, and that is that employers are continually making compromises, adjustments and trade-offs on skills, aptitude and attitude on a regular basis. Furthermore, the Society research has verified that this frequently leads to deficient recruitment decisions; costing the organisation not only money, but time, teamwork, aggravation and inevitably, clients.
“Better to know what you are getting yourself into, and how to mitigate the potential downsides, than to be blindsided down the road,” says SEW member Sion Ford, Managing Director of Lab Distributors.
CEO and Founder of the Society for Executive Wisdom, Ric Willmot, FAIM MIMC, says “You cannot fix stupid or lazy.”
If a candidate lacks some required skills, can you hire anyway? “Certainly,” says Mr Willmot, “provided three conditions exist.”
1.
The candidate really is who she says she is.
They applied to a position they are unqualified for, and are trying to convince you they can do it. Be careful they do not get ‘too’ convincing, and get loose with the truth regarding their qualifications and past performance.
2.
And, on performance, theirs must be primo.
You are already taking a chance on qualifications; do not compound that effort by stretching on diaphanous ability as well. Mediocre applicants … well, wish them the best in their job search.
3.
Can the candidate learn?
Make sure the candidate is smart enough to learn additional skills, particularly the challenging kind you have been unable to find. Look for indicators that the person has previously learned on the run. Importantly, gauge their general desire to work when interviewing and investigating their background. Submitting new hires to rigorous additional learning while working with veteran skilled professionals and taking on real business challenges will quickly get them the skill they need.
Mr Willmot says, “The problems associated with an ever-decreasing talent pool are not going to evaporate along with
END END END
Addendum: The Society for Executive Wisdom is currently researching the tangible and intangible costs of hiring the ‘wrong person.’ Results will be published on our web site and disseminated when completed.
The Society for Executive Wisdom is an association of executives, business owners and professional practitioners from varied and diverse industries. For more information contact Ric Willmot at ric@executivewisdomsociety.com, http://www.executivewisdomsociety.com, or (07)3395-1050.
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