This is called the "experience trap" and it's waiting for, the introduction of serious, professional, good staff selection in the management of staff. Unless you know about this trap, you are a candidate for the capture. You will pay way more than one.
Our experience. In sports, players can become a team, but mediocre performance and other outstanding. Some children in a poor school performance, but in another very well.
Importance of the environment. This child is not more or less intelligent. No more or less skilled athletes. However, the environment and culture, they use their skills to a certain change.You may already be in your recruitment of a "sensational record," such an experience. Unfortunately, they did not copy for your own past performance.
Trap experience. Very strange. But in fact, some people are for other people in the success of another company, does not necessarily mean they will do your work for you in your success. I appeal to experience the "experience trap" over-emphasized. There is another potential problem. The next dimension. At least for some of the work in your company who is looking at a level higher than they are currently doing. You give them "a higher level." They do little or no work experience, you have a vacancy. Every reason to appoint at a lower level based on experience.
This is most likely to occur when the applicant has a strong technical background. They trade, marketing, accounting, or other areas of scientific excellence in technical skills. These skills are often the main basis for assessment of management potential. Does that make sense?
Reference checks. Some of you anti this background risk. Make sure you check your reference information for future requirements. Confirm the performance of the past is of limited value. Very concerned about the assessment of the quality of information reference check results carefully. It is not unusual in the past severely criticized the referee's employees, regardless of their actual performance.
Reduce risk. Test: Use the test to see whether the applicant know how they say they know what to do, they say they can do. There is only one sure way to find out if people could really do what they claim they can. Let them do it. But also develop tests to learn how to apply and fit your culture and systems.
Interview: Do not spend too much time discussing the past performance of the talking. Issues about the future applicants. The truth is described in vacancies. Response to questions asking the candidate the real situation
Probation: If possible, include a three-month trial period in making appointments. Specified performance objectives are met during this period. Conclusion. Experience is an important choice. But the selection process and how the decision some people will do for you in the future.
Be careful. Make sure your choice is the main focus of future performance. Past performance is a sign. But it all. Choice must be such an important decision may be based on past unconfirmed information one of the main activities.
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