Recently while in a dressing room in Target I overheard employees getting down to the marrow of their workplace problems. According to the discussion I (and anyone else in the immediate area of the dressing rooms) heard, someone didn’t show up to work again and the manager or shift leader was having problems getting someone to come in. As the conversation continued, one staff member piped up and said as plain as day, “why don’t we just hire people who want to actually work?” Nail on the head. Arrow in the bullseye. Her words hit the target, Target (and another business or organization that cares to listen). So, this brings some further thoughts to mind:
1) Good sense and right action is usually pretty clear and to the point
2) Staff who show up and perform usually know what the deal is
3) Why don’t we just ask the staff who show up and perform what the deal is? [And then act on that].
4) You sure can find out a lot about how things are working (or not) by just keeping your ears perked while trying on a T-shirt
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This idea – hiring people who actually want to do the work they are hired to do – places so much importance on the interview process. It is the job of the interviewer to identify if an individual is actually the right person for the job – instead of simply being capable of doing the job. So many interviews seem to target the latter – getting a warm body who is capable – instead of really finding the perfect individual for the position. This happens many times in larger organizations, such as a metropolitan Public Library – and results in employees who are more often than not dissatisfied with their jobs. The question: How does one structure the vetting process to ensure the best fit of job and applicant? Surely not with tired, rote questions about strengths and weaknesses, rattled off in sequence by a disinterested panel of interviewers. The flip side to this is a situation where an applicant is not given a clear picture of the job – accepts a position in earnest – only to discover months later that the job meets none of his / her expectations. It’s nearly impossible to anticipate everything within an abbreviated interview process – so what, really, is the solution?