4 Common Hiring Mistakes Franchisees Run Into and How They Can Overcome Them

By Adam Robinson,
April 23, 2015

Hiring the wrong person can oftentimes be the most costly mistake your franchise may make. According the U.S. Department of Labor, the average cost of a bad hiring decision can equal 30 percent of that hire’s first year’s potential earnings, not to mention being left with poor-quality work and lost hours of productivity. Even though the hiring process might seem like a game of chance at times, Hireology is here to help by sharing some of the most common mistakes made during the hiring process and how your franchise can overcome them. 

1. ‘Gut Hiring’

When hiring from a pool of potential candidates, it is common practice for most hiring managers to ‘go with their gut.’ Oftentimes in these cases, candidates are chosen not based on things like previous experience, interest level or background but because they were the most likable or memorable. The ‘I’ve got a good feeling about them’ approach might be acceptable practice for entry-level hires, but certainly not when it comes to hiring for positions that require someone with experience and ability.     

Bypass the gut feeling completely by using data and analysis. For future interviews implement a scorecard tool to rate candidates. This will allow you to differentiate between your candidates in a quantitative way and you can rest assured that you are picking the best candidate based on reasoning.  

2. No Formal Process

Not having a proper hiring system in place can lead to various inconsistencies. For instance, if there are no set processes and next steps in place for recruiting, pre-screening and interviewing, then by the time you actually find the right candidate they may have become tired of waiting and are not available anymore. 

Make sure you establish a clear system where everyone involved in the hiring process on your franchise’s end understands their responsibilities. More importantly, make sure to manage the candidate’s expectations by keeping them informed as to how long the entire process may take and what the next steps will be. A candidate may be still be interested regardless of a long-wait if there is a steady line of communication between you.  

3: Rushing the Process

Rushed decisions tend to lead to bad choices, or in this case, bad hires. You may feel like a position must be filled immediately, but that does not mean you should forego doing a thorough background check or a full interview process. Not performing a background check or calling a candidate’s references and past employers could lead to some potentially nasty surprises later on. Hiring a poorly vetted candidate can lead to you finding out too late that they lack the necessary skills, attitude and work ethic necessary for the job.

Depending on the level of the position you’re hiring for, allow at least six weeks to account for time to properly find and vet a qualified candidate. If you find that you do not have the time or proper infrastructure to do a background check, consider outsourcing the process to someone who has the capabilities.   

4. Assessing Candidates Poorly

A resume and an interview can only give you a partial window into the mind of a potential candidate. Many times you won’t find out what type of personality a candidate has, if they are able to do their tasks effectively or how they handle themselves under pressure until they are already employed.

Consider using automated skills and personality assessments to provide added, measurable data to help assure you that a candidate’s skills and personality are in line with what you’re looking for.

For more information on how Hireology’s customizable web-based platform can give your franchise the tools it needs to find the right person for the job, contact us today.

About the Author

Adam co-founded Hireology with the mission to help growing companies make better hiring decisions through data and better technology. Adam is passionate about entrepreneurship, donating time to a number of organizations that support the entrepreneurial cause. Adam completed his undergraduate study at the University of Illinois at Urbana-Champaign, and received his MBA from DePaul University in Chicago, IL.

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