Nearly Seven in Ten Businesses Affected by a Bad Hire in the Past Year, According to CareerBuilder Survey - Workology

Nearly Seven in Ten Businesses Affected by a Bad Hire in the Past Year, According to CareerBuilder Survey - Workology Nearly One-in-Four Employers Reported a Bad Hire Cost Them More than $50,000 CHICAGO, Dec. 13, 2012 Hiring the right person to fill a position can be a difficult decision to make, and a new CareerBuilder study shows the cost of choosing incorrectly can be high. Sixty-nine percent of employers reported that their companies have been adversely affected by a bad hire this year, with 41 percent of those businesses estimating the cost to be over $25,000. Twenty-four percent said a bad hire cost them more than $50,000. Whether its a negative attitude, lack of follow through or other concern, the impact of a bad hire is significant, said Rosemary Haefner , vice president of human resources at CareerBuilder. Not only can it create productivity and morale issues, it can also affect the bottom line. Effects of a Bad Hire The price of a bad hire adds up in a variety ways. The most common are: Less productivity â€" 39 percent Lost time to recruit and train another worker â€" 39 percent Cost to recruit and train another worker â€" 35 percent Employee morale negatively affected â€" 33 percent Negative impact on clients â€" 19 percent Fewer sales â€" 11 percent Legal issues â€" 9 percent Characteristics of a Bad Hire When classifying what makes someone a bad hire, employers reported several behavioral and performance-related issues: Employee didnt produce the proper quality of work â€" 67 percent Employee didnt work well with other employees â€" 60 percent Employee had a negative attitude â€" 59 percent Employee had immediate attendance problems â€" 54 percent Customers complained about the employee â€" 44 percent Employee didnt meet deadlines â€" 44 percent Why Companies Make Bad Hires The most common reason associated with a bad hire is rushing the decision process. Two-in-five hiring managers attributed a bad hire to pressure to fill the job opening. Needed to fill the job quickly â€" 43 percent Insufficient talent intelligence â€" 22 percent Sourcing techniques need to be adjusted per open position â€" 13 percent Fewer recruiters due to the recession has made it difficult to go through applications â€" 10 percent Didnt check references 9 percent Lack of strong employment brand â€" 8 percent One-in-four employers (26 percent) stated they werent sure why they made a bad hire and said sometimes you just make a mistake. Survey Methodology This survey was conducted online within the U.S. by Harris Interactive © on behalf of CareerBuilder among 2,494 hiring managers and human resource professionals (employed full-time, not self-employed, non-government) between August 13 and September 6, 2012 (percentages for some questions are based on a subset, based on their responses to certain questions). With a pure probability sample of 2,494, one could say with a 95 percent probability that the overall results have a sampling error of +/- 1.96 percentage points. Sampling error for data from sub-samples is higher and varies. About CareerBuilder ® CareerBuilder is the global leader in human capital solutions, helping companies target and attract their most important asset their people. Its online career site, CareerBuilder.com ®, is the largest in the United States with more than 24 million unique visitors, 1 million jobs and 49 million resumes. CareerBuilder works with the worlds top employers, providing resources for everything from employment branding and talent intelligence to recruitment support. More than 10,000 websites, including 140 newspapers and broadband portals such as MSN and AOL, feature CareerBuilders proprietary job search technology on their career sites. Owned by Gannett Co., Inc. (NYSE: GCI), Tribune Company and The McClatchy Company (NYSE: MNI), CareerBuilder and its subsidiaries operate in the United States, Europe, South America, Canada and Asia. For more information, visit www.careerbuilder.com.