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Most common hiring mistakes

Guest blog: Ashley Lipman

The hiring process can be arduous and costly from start to finish. Many Human Resources professionals thrive on the process, while others dread it entirely and prefer to focus on current employees rather than interviewing new ones.

There are numerous factors that contribute to making mistakes during the hiring process, which result in hiring the wrong person for the job and having to repeat the process earlier than intended. As such, time, money, and productivity in different departments of the business is lost. The best way to avoid this is to avoid making mistakes during the hiring process. Here are some of the most common hiring mistakes human resources and hiring managers make.

Not Checking References

Many job applicants don’t fully comprehend the implications of having a bad reference. Some candidates who were fired from their previous job who believe they had done no wrong. On the other hand, some candidates add references with the belief that they will never get checked. In either case, failing to check their references can be disastrous.

While it may be time consuming and awkward, checking references before hiring someone is a crucial step in the hiring process. Verbal confirmation that the person is who they say they are is key to a good hire.

Not Trusting Your Gut

Sometimes you interview someone who has all the skills you need and wonderful references but seems off somehow. If you doubt someone’s authenticity, listen to that doubt and discuss it with the other hiring managers. Feel free to schedule a second interview to see if you can determine what it is that’s putting you off.

Unfortunately, a feeling isn’t usually enough to convince your team not to hire someone, and it may be totally unsubstantiated. However, if you have two final candidates and have trouble deciding, it can be the tipping point.

Failure to Evaluate All Aspects of a Person

A person is more than the skills listed on their resume or their experience in their field. They also have personality traits, values, and motivators. Take some time to find out what these are and determine if this position is right for them or if they’ll have trouble fitting into your organizational culture.

Your job as the hiring manager or human resources is not just to calculate hours (for more on that, learn here) or to assess someone based on a situational analysis. You need to look at the whole person and the bigger picture. What value will they bring to your company, aside from the skills listed in the job posting? Do they have the qualities of a high-potential employee and a leader?

Failure to Pre-Screen

When you receive an influx of resumes for a job position, it can be overwhelming to look at them all. As such, you may miss out on someone great because you’re tired of looking through resumes. You may also overbook interviews rather than eliminating candidates early on.

To avoid this debacle, ensure you have proper pre-screening protocols in place. For example, the job posting may have said that you’re looking for someone with five years of experience or more. However, you will likely receive applicants who have less than the minimum amount. You may decide to have a hard cut-off at five years or see if they make up for it in various skills and education. Defining parameters can help you narrow things down quickly and efficiently.

Ultimately, preparation is key to being successful during the hiring process.

This guest blog  is written by Ashley Lipman, a super-connector who helps businesses find their audience online through outreach, partnerships, and networking. She frequently writes about the latest advancements in digital marketing and focuses her efforts on developing customized blogger outreach plans depending on the industry and competition.

Countdown to Christmas

Now the cobwebs have been cleared from Halloween and the fireworks of Bonfire Night have well and truly whizzed and banged we can start to talk about Christmas….

While for many it’s still too far away to think about, it has a habit of creeping up on you. Before you know it, you’re running around the shops on the 24th December in a desperate bid to buy the perfect gift.  Like present buying, finding the perfect candidate takes time and effort. If you want a new employee ready to start in the New Year, then now is the time to start thinking about recruitment.

Make sure you don’t miss out on making that crucial hire during the run up to Christmas. Follow our week-by-week guide and your new recruit will be hired before the festivities begin and ready to start in the New Year.

Give us a call today on 077111 99816 and kick start the recruitment process or drop us an email info@chiumento-recruitment.uk and we’ll call you back.


Employment Law Update – Autumn 2017

We know that it can be hard to keep abreast of the latest changes to employment law. Which is why we have asked legal experts, Gateley Plc, to produce an Employment Law Update covering the key changes that took affect this autumn.

This edition covers the legal implications of our exit from the EU and the impact this will have on EU workers and those employing them. Plus the upcoming changes to data protection laws (GDPR), the ‘gig’ economy and the impact the recent ruling against Uber and the status of it’s drivers.  Along with details of changes to costs for employment tribunals.

This is followed by real life examples of the law in practice including discrimination during the recruitment process, including overtime when calculating holiday pay, plus whistleblowing.

Download the full report here.

How to deal with bullying in the workplace…

Unfortunately bullying isn’t just confined to the school playground. For many bullying in the workplace is a reality and something they have to endure on a daily basis.  As the recent expose of Harvey Weinstein has shown someone in a position of power has the ability to use that power to their advantage, to bully and abuse those perceived as being below them.

The Weinstein case is thankfully an extreme example, but bullying in the workplace can take many forms and in today’s technology laden world it doesn’t even have to happen face to face.

So what do you do if you’re being bullied or how do you handle a bully within your team?

What constitutes bullying in the workplace

Bullying can come in various shapes and sizes and doesn’t necessarily always come from those above you. A few examples are, being insulted or intentionally embarrassed, having rumours spread about you, being ignored or excluded, being overworked as well as threatening behaviour, unwanted advances, harassment and having any promotions or development blocked or hindered.

However it is important to understand the difference between bullying and performance management.  Being criticised for poor performance, as long as it’s done in a professional manner, isn’t bullying.  Bullying happens over a period of time rather than being an isolated incident.

I’m being bullied what can I do?

  1. Talk to them… They may perceive it as harmless banter or innocent teasing and not realise the affect their actions are having on you.  If you don’t feel comfortable approaching them on your own, ask a colleague to come with you. While this might not always solve the issue, a large number of workplace conflicts can be resolved without taking formal action.
  2. Speak to your manager – If talking to them isn’t an option or it doesn’t help then you need to take it further. Speak to your line manager or HR department. Explain how their actions are affecting you and if you have it, take evidence such as emails or perhaps a colleague with you who can back up your claims.
  3. Keep your cool – It may be hard but try to remain professional and not stoop to their level. Whatever you do, don’t suffer in silence and wait too long to speak up.

A member of my team is being bullied what should I do?

  1. Follow procedures – all organisations should have a bullying policy and procedures in place. Check your organisations definition of acceptable behaviour and the steps that need to be taken should bullying be reported
  2. Be sensitive, seek additional information and remain objective – speak to those involved to gather more information as to what has been happening, it maybe a case of the aggressor underestimating the effect of their actions or it might be something more serious. Speak to each party separately and whatever you personal feelings towards each, keep these out of it and remain impartial and objective.
  3. Action plan – create a plan for the future with steps to help resolve the issue. This could be a simple code of conduct and agreement of acceptable behaviour by both parties, or something more formal such reassigning one or both members of staff.  Make it clear to all involved the consequences should the bullying continue.

To reduce any bullying in the workplace, as an employer try to foster a culture of inclusion, of open and honest communication.  While there is bound to be a certain level of teasing and joking within an organisation make it clear what acceptable behaviour looks like and don’t make any exceptions.

‘How to deal with bullying in the work place…’ was written by Ian Gooden, CEO Chiumento Group. If you like what you’ve read why not follow us on LinkedIn and Twitter and read all our future advice and musings on the world of work.

CBI interviews – what are they and how to conduct them

The interview process can be nerve wracking, and not just for candidates.  It can be just as hard for those on the other side of the table…  As an interviewer you need to be able to assess in a relatively short period of time whether the candidate is the right person for your organisation.  It’s no easy task, luckily there are many tools and techniques to help you make the right decision.

Competency based interview techniques are one such tool, they have grown in popularity over the past decade and for many, are now part of the standard interview process.  But if you’re new to interviewing, they can be hard to master as often feel a little stilted and very formal.  Don’t let this put you off, they are a fantastic assessment tool.

They originated from the need for a way to assess inexperienced graduates, where simply talking through a CV and asking relevant questions wasn’t possible. The questions are structured in a such a way as to assess how past behaviour might be a good indicator of future behaviour.

Pick your competencies

Before you start, you need to decide on the core skills or abilities you require and base questions on these.  For example, individual competencies such as being able to work in a highly pressurised environment, analytical competencies, having the ability to analyse statistics or managerial competencies like the ability to motivate a team.  Other competencies could include interpersonal or motivational ones. Remember to ensure that those you pick are relevant to the role and your organisation.

Write your questions

The questions you ask should be open ended and detailed enough that you can gauge from the answer how well the candidate demonstrates that competency. Where possible add additional layers to the questions to allow for a more in-depth response. For example to assess how well candidates cope with multi-tasking and working in a busy environment.  ‘Working at XX can be very busy and pressurised at times, can you tell me about a time when you’ve had to manage numerous projects, how you dealt with conflicting priorities and resolved any issues?’…


With CBI interviewing the aim is to make the process fair for all those involved and give as impartial a view as possible.  Before you start decide on a scoring system, be it 1-5 or 1-10 and set scores accordingly.  For example, a score of 1-3 for poor demonstration of a competency, 4-7 for average and 8-10 for above average. Each interviewer marks the candidate’s response and take notes.  These are then added together giving an overall score for each candidate.  If certain competencies are more important than others, then these can be weighted accordingly with scores for these questions being doubled for example.


While CBI interviews are a great way of assessing and scoring a candidate’s ability they are very formal and don’t necessarily allow for time to get to know the candidate on a more personal level.  Don’t be afraid to adapt the process to suit you and the needs of your organisation.  Start the interview with a more relaxed informal chat, this will help to put both you and the candidate at ease before the more technical interview starts.  Or you can use it as an additional stage either before/after a less structured interview.

However you decide to run your interview don't forget that it is a two way process.  You need to impress the candidate and sell your organisation to them, as much as they need to sell themselves to you.

If you like what you’ve read why not follow us on LinkedIn and Twitter and read all our future advice and musings on the world of work, or you can read our previous blogs on employment related topics by clicking on the images below.

For more information on how we can help with any of your people needs from outplacement and talent management to recruitment please get in touch.