Putting tight deadlines on job offers may seem like a good way to grab desirable talent, but doing so carelessly damages firms in the long term.
Among the hindrances to global economic recovery is an epidemic of indifference that has apparently swept through the workforce. Up to 70 percent of employees are disengaged, i.e. alienated from organisational goals, a phenomenon responsible for USD$500 billion in annual lost productivity for U.S. companies, according to Gallup. Many leaders have tried to address this by making changes to their organisational culture, but the overall level of disengagement hasn’t budged since the turn of the millennium.
One reason for this might be that the conversation around employee disengagement has largely ignored the all-important first point of contact between firms and employees: recruitment. Our recent paper in Decision Analysis, “Exploding Offers Can Blow Up in More Than One Way” (co-authored with Nelson Lau of KCG Asia Pacific), underscores how managers, by using shortsighted tactics to pursue potential employees, are sowing the seeds of disengagement, or worse.