Author: Salvatore Corradi – FM Chairman
When a company decides to hire a new employee, it must take into account the possible implications of this decision. One of the most negative scenarios occurs when the chosen candidate decides to leave the company, creating a void that must be filled again. A hiring is considered unsuccessful when the employee leaves the company before the end of the first working year. Whether the reasons for this event lie in an error in the recruitment or in the management of the resource, or whether the faults are attributable to the employee, a bankruptcy assumption is always and in any case a matter not to be underestimated, especially when the economic context is uncertain as the current one.
When it comes to hiring a Temporary Manager, the question becomes even more complex since it is a leading and pre-qualified figure to whom one can appeal in critical situations or under circumstances where the company needs to accelerate the processes of change internal aimed at business development. The wrong selection of an employee also affects the economic component of a company, furthermore the cost of a non-recruitment varies according to the level of responsibility, the nature of the position, the time that the employee has spent holding this position and his salary; hiring is therefore an investment of time and money. Therefore, although difficult to calculate, this cost intensifies when it comes to a TMan.
The advantages deriving from the adoption of a Temporary Manager are well known and there are recruiting methods that can be used to avoid a “last minute mutiny”. You can learn from the mistakes made by companies or HR managers handling the recruitment of a TMan.
The first rule is to be clear from the beginning, the advert is a showcase for the company and it must convey a clear image of the required position and structure. Secondly, when examining a TMan it is necessary to keep in mind the fact that this figure will not remain in the company permanently and that often a search for a profile of this relevance requires a certain speed. The last statement is true, for example, if you think of a company in difficulty that needs the immediate support of a Temporary Manager with high skills, so the recruitment phase will be crucial and delicate. It could happen that the number of interviews has to be drastically reduced compared to what happens in the selection of a common employee: this is a figure who will play a strategic role, which is why it is often recommended to rely on consultants specialists in the sector, who guarantee the hiring individuals suitable for the project.
Assuming that the reason for leaving TMan is not due to a superficial and fallacious selection process, a further mistake is to make the newcomer feel less appreciated than full-time employees. It is strongly recommended to involve the TMan in staff meetings, so that other employees also see him/her as an integral part of the group, even if this person will remain in the company for a limited period. This will increase the company’s overall productivity and will serve to avert the feared resignation.
In the light of what has been pointed out it is clear how the effects of bad hiring of a TMan on the corporate culture have repercussions even after the end of his mandate, so it is essential to minimize bad performance because they could negatively affect the performance of whole company.