Think about the best hiring decision you ever made. You know the one-where the superstar landed that key role, contributing new ideas and making spectacular things happen beyond all expectations. Revenues soared and customers raved.
Now think about the worst hiring decision you ever made. Yes, when on the first day on the job, you kept wondering to yourself: Where is the person I interviewed? This guy is nothing like what I expected.
What did you do differently in those two situations? How did you change your hiring process? Chances are the answer is this: Nothing. However, there are steps you can take to increase your chances of hiring the right person the first time around.
Preparing
Despite your best efforts, the results of a typical hiring process can range from fantastic to failure. Being prepared helps tip the scales in your favor. It doesn't have to be a long and cumbersome process, but if you're not thorough and thoughtful, you're taking unnecessary risks with one of your most important business decisions.
Remember, your employees represent you and your organization. Don't take that lightly. Being prepared seems like no-brainer advice, but often managers who think they are prepared and systematic are missing opportunities to shift their results substantially.
Understand the Job. Know it from all angles. Have a current, written job description that accurately describes the duties, responsibilities, authority and skills needed. Talk to other employees who interact with the person in this job to discuss what they need. How did the previous person work out? What things could possibly shift or change that would enhance the overall work flow? If you don't have a crystal clear picture of this job, you won't find the right person.
Understand the Candidate. What are his/her greatest strengths? How will these be used for the particular role? What is this person interested in doing? What size company and type of culture would they thrive in? What are the long-term career goals for this person? The more you can ensure alignment, the better the chances of success from day one.
Skills can be taught, but remember that the more you find yourself saying, Well, I think he or she could grow into that, or Even though it's not a perfect fit, I think we can make it work, you need to STOP. If there are significant obstacles from the start, they will get worse, not better.
Use Data Points. Many hiring managers place the most emphasis on the interview. It's natural to do so, but it's wise to incorporate other data points that provide valuable clues.
For example, resumes, application forms and cover letters should be viewed carefully. A telephone screening can also streamline your process and weed out candidates early. Think of any items that are truly show-stoppers for you: maybe it's salary (to verify that you are both within the same range), work hours, or specific experience. If you need a person who must be available every other Saturday, then ask now before you get too far into the process. You can get an initial impression and some helpful information in a 20- to 30-minute phone call.
Giving the person an assignment that mirrors a routine or important job task is the best way to get a handle on their skills. Of course you'll evaluate the quality of the work, but remember to monitor the process too, as that will give you valuable insight into how a person works. Did they ask too many questions about the assignment? (That will give you clues as to their ability to take direction and work independently.) Asking a question that you feel has merit is a good sign, but if they need handholding now, they will later, too. Also note if they complete the task on time, early, or late. That gives you important insight into their work methods.
Online assessments are a popular and reliable method to learn more about a person. This gives you objective data from a scientifically developed method to help you uncover areas that are difficult to see in a typical interview. There are many options on the market today. One of the most essential elements is to evaluate the assessment's reliability and validity metrics. A reputable vendor will gladly provide these numbers because they want you to know the tool can be trusted. You should compare their data to the standards established by the U.S. Department of Labor (www.onetcenter.org/dl_files/empTestAsse.pdf). Also ensure that the tool is validated for hiring purposes (not all are). The best tools provide a job-matching component so you can compare the individual to what you need, and include a distortion scale to prevent faking the results. Make sure the reports are user-friendly and don't require extensive training or interpretation. The data should be comprehensive, and easy to access and understand.
Assessments reduce your risk, because it is impossible to learn everything about a person's work style in an hour-long interview. Even for those high level positions where you might spend a day or two together, including a social lunch or dinner event, you can never get the same clarity of information that a reliable and valid assessment tool can offer. This information can help you make the interview conversation more targeted as well.
The Interview
Your goal in the interview is to learn as much as you can about the candidate as it relates to those areas you identified for the position. Ask open-ended questions that allow the candidate to talk about the specific skills you are seeking. Tell me about a time that you managed a team through a difficult project is better than asking, Do you work well with a lot of different people?
Remember to listen, be curious, and dig deeper for whatever you need to learn. Position your question in a way that prompts a particular response.
For example, We work at a fast pace here with lots of projects going on in various stages of production at the same time. How would you work in that environment? Naturally, the candidate will respond with answers that you want to hear, even though they may or may not be accurately describing how they truly work best. Instead ask: Describe a typical day for you in your current work. How many projects are you working on? Does that work well for you? Is it too slow, too fast, or just right? With this more unbiased information, you can determine if this candidate will fit with the natural rhythms of your organization.
The Decision
Draw a line down the middle of a page. On the left side, list the job requirements. Start with the handful of items that could be showstoppers. These reflect skills, tasks or outcomes that must exist for the job. Examples might be Intermediate QuickBooks skills, ease in creating and delivering memorable client presentations, or accurate research. Beside each of those job requirements, describe how the person fits those needs. Be careful not to sway your thinking by adding things like, friendly, easy-going, professional appearance, unless those are specific requirements you listed. We all want to work with people we like and enjoy being around, but if they don't have the skills and traits for the job, it's not helping anyone to bring them on the team.
Hiring decisions should be built upon data that compares the needs of the job to the natural strengths and abilities of the candidate. The fit of the person to the job is the key to success on day one and beyond.
Robin Eichert is the principal of PeopleSense Consulting LLC in Jaffrey. She can be reached at 603-532-5888. For more information, visit www.peoplesenseconsulting.com.
Current Issue - May 2024