is not one of the three corners. Of course, you need to watch costs
when hiring employees and, obviously, nobody is going to take a job
that doesn’t pay enough to meet their needs. This problem will gen-erally
sort itself out, outside of your decision-making process. The
solution for a hiring decision is about picking from the candidates
available, and the salary you offer will create the candidate pool.
Let’s assume you have five candidates and don’t know if any
of them are a good fit. Even if you have just one candidate who
is okay with the offered salary, you still don’t know if they are a
good fit. Just because you can afford them doesn’t mean they’ll
be successful. During times when the labour supply was tight,
organizations were willing to hire any candidate who would
work for the offered wages. On rare occasions, these hires
worked out, but in more cases than not, they weren’t good hires.
If the pool of candidates is too small with your current budget,
there is no way to make a good hiring decision and you need to
consider other options.
The Decision Triangle™ helps you consider and evaluate appli-cants
that are accepting of the salary. Now, your job is to assess each
candidate. Cost is no longer part of your decision.
Hiring is only one of the uses for the Decision Triangle™. This mod-el
can be used in just about every HR decision there is. It’s simple but
effective. It’s explainable and it can stand up to the dynamics of HR
decisions. Next time you want a better HR decision, try using the
Decision Triangle™.
Leah Knibbs is the owner of Knibbs/associates HR Consulting
and a partner in Knibbs/associates Sourcing People. She can be
contacted at leah@knibbs.ca or 844-842-4949 for further discussion.
HR DEPARTMENT
CHEANGCHAI NOOJUNTUK/SHUTTERSTOCK.COM
Starting your analysis by framing the decision
within the triangle requires everyone involved
to agree on three critical elements.
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