Most hiring fails because companies change their process constantly, skip steps for gut feelings, and never measure what works. Building a stable, repeatable system you actually follow is what separates good hiring from luck.
I think there are 3 things that people get wrong, or I would use the word 3 things that could be done better. Number 1 is consistency, being consistent in your process. There's no— you can't call it a process if you change it every time. Yes, it's process within it, but I don't call it— it's not scalable, it's not sustainable. So one is consistency. The second piece that I think they— that I find, which is why I wrote the book, is people don't have a methodology by which that they can say, you know what, I've been doing this I have got the data, I've got these steps, where am I going wrong so I can go back and tweak it? What am I getting right? What am I getting wrong? And then the third piece is discipline. You know, pick a process and stick to it and be disciplined about it. Often what I find in leadership ranks, the discipline sort of lacks there. Like, well, you know what, for this hire, I'm just gonna, I've had the conversation, I love the person, we're hiring them versus, hey, we should, you should have 3 more rounds. Can you talk to so-and-so and so? And there's no discipline in following the process. And being consistent. And so those three things for me are the key elements that I think at the macro level I found to be an issue.
Reducing Regrettable Attrition in Organizations by Fixing the System, Not the People Reducing Regret
