It starts with redesigning your interview questions with the explicit goal of having measurable results and sticking with them. I would argue that the biggest loss of human capital for any business can largely be prevented by not just asking better questions during the recruiting and interview process, but by carefully measuring the answers as well.
It’s easy to find candidates that look great on paper. The professional world is well-populated with college degrees and embellished resume’s. One of the best methods of cutting to the chase is by following the methods of Daniel Kahneman in (Thinking, Fast and Slow) in which interview questions are created with the explicit intent to measure desirable traits for the position. Make sure the traits aren’t related and can stand on their own – then create questions to be measured on a 1 to 5 scale (1 being the least desired answer and 5 being among the best answers). You add each answer for a trait’s score and add the trait scores in order to find the best candidate – and you hire the individual with the highest score.
One trait of a job that doesn’t seem to be measured by nearly enough recruiters, managers or businesses as a whole involves being honest about the job itself on the front end. They are so desperate to fill the job that they are immediately being dishonest with candidates before an application is submitted. This creates a void in the interview process from the start and it will most assuredly cause lost trust and possibly resentment with the new hire soon after they start. This can be as simple as not being up front about compensation, work schedule, team dynamics, work environment, or being vague/dishonest about the duties they will be expected to perform.
The best thing that any business can do to immediately improve their hiring practice and workforce morale starts before anyone is hired. The hardest part about carrying out the process is sticking to your formula and keeping to the system. It is difficult for anyone to avoid ‘going with their gut’ or basing a decision on some sort of subconscious (subjective) choice (well dressed, good looking, friendly demeanor, strong handshake, etc.) – largely because psychologically we are always building constructs in order to make choices before a question is ever asked.
Stopping poor morale, employee turnover and high attrition starts on Day Zero.