One of the major problems with training (as most


trainers will readily agree) is that it is generally assumed that everyone possesses the potential and talent to take advantage of what is being offered. Appropriate training can certainly increase the productivity of someone who has inherent potential. However, an individual who does not possess potential for a particular position rarely improves with training, no matter how thorough the instruction is. For training to be profitable, individuals first need


to be selected according to their innate potential and abilities. This takes an understanding and appreciation of what can be taught and what has to be brought to the job. For instance, listening skills can be improved, but you cannot help someone enjoy persuading others. Likewise, you can show someone how to manage their time more efficiently, but you cannot teach them to enjoy accommodating people. Certain skills can be taught, but you cannot provide someone with motivation or potential. We have found that the only way an individual


will take full advantage of a training opportunity is if it appeals to their inner abilities. Effective training begins with a thorough understanding of each individual’s strengths, limitations, and potential.


#6: Pirating from Your Competitors The notion persists in many industries


that pirating an employee from a competitor provides an enormous head start. The reasoning is that a pirated individual will be able to hit the ground running because training can be skipped. An added benefit may even be that new clients will come along with this pirated individual. But ask yourself: Why would a successful person be willing to give up seniority and other benefits to come to me? Is your opportunity really that much better than your competitor’s? If the answer is not a ringing


“yes,” then seriously question the wisdom of pirating an employee.


The Magazine 26 Forecast | 2018


All too oſten, the result of pirating from a competitor


is nothing more than the recirculation of mediocrity. We have found that it is much easier to teach an inexperienced individual (who has real ability) how to do the job than to try and cash in on second-rate experience by retreading someone else’s employees. Though exceptions exist, in most cases, the only time you should hire from a competitor is when you want to do them an enormous favor.


#7: Overlooking Cultural Fit When a candidate looks perfect on paper, it can


feel like you’ve struck gold. While education and experience are important qualifications to consider when making a hiring decision, there are other critical non-verbal factors at play, including how that person might fit into your organization’s culture. While an applicant’s resume might make him or


her seem like an ideal candidate, it’s critical to ask yourself whether that individual’s personality and behavior patterns are both suited for the job and for your company’s culture. How will that person interact with colleagues, clients, and customers? Will he or she be too casual or too formal? Will that individual be able to work at an appropriate pace?


Membership Solutions


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