I have been thinking about the hiring process these past few months. Many of my executive coaching clients are either trying to hire top-notch employees or are somewhere in the interviewing process for themselves. Both are time consuming and, at times, stressful.
I have hired hundreds of people over time in my many careers. They ranged from senior leaders to the kids who could “only work Friday nights and Saturdays if I keep a B average.” Of course, the risks are very different, but people are still people.
I started jotting down all the things I have learned about hiring a new team member or sole contributor. I thought the list would be short and general. It ended up as two pages and more specific.
Most people put their best foot forward during an interview. They don’t get smarter, more articulate, or better dressed after that. Because of this I always live by the rule — a maybe is a no. Experience taught me anytime I had some concern about an important aspect in the conversation, it always turned out to be a problem.
Here are a few more:
Know your real budget. There is only so much you can or are permitted to spend. Do not waste time seeing people you can never afford or who are significantly below the salary level you are looking to fill. Also, stop being cheap. An inexpensive hire is generally worth exactly what you offered.
Get real references. Every applicant is going to give you the names of people who have nothing but accolades to share. Use your network or build one now. Speak to people who know the person professionally and in different circumstances and will tell you the truth.
See more than one person. Few of us would marry the first person we date. It is also true with hiring. A good headhunter, your Human Capital Head, should give you more than one candidate. If they don’t, do your own searching, again, through your network.
Create a dealmaker/dealbreaker list. A dealmaker is essential skills and abilities specific to the job. A deal breaker is something that if it exists (such as the person cannot travel and the job requires 30% or they have jumped ship too many times without good reason), you must move on to another candidate. The list makes you hold back and protects you and your team.
You don’t need another you. Diversity brings new ideas, different temperaments, other experiences. You do not need a twin. Be open to different. Strive for different.
The interviewee should spend most of their time with the person who will supervise them. Too often time is wasted with the potential hires meeting a large number of people, many of whom do not understand the open job. Also, the supervisor is the person who is going to have the most interaction and therefore needs to buy-in on the hire.
Coordinate the questions various staff members will ask. Asking the same question, over and over exhausts the candidate and does not get you the greatest amount of information. Talk with all the interviewers and plan who will focus on what.
Ask for examples. What was their greatest success, failure, and challenge? Have them take you through the steps. What was the problem? What did they do? What were the results?
Listen for results. Hordes of people can tell you what they do. You want to know how successful they were at it. What did they contribute?
Test for skills. Anyone can say they are fluent in a process, technology, language, but how can you be sure? Some skills can be tested. If that is not possible or appropriate, try talking in very technical terms. Can the person hold their own in the conversation?
Accurate Job Description. Cannot tell you how many employees, maybe you too, have job descriptions that have nothing to do with what they are expected to do in their day-to-day and what they are measured on at performance evaluation time. It is not accurate or fair to share an incorrect job description, verbally, or in writing, with a potential employee. Be honest, be current. It is best for everyone.
Look for emotional intelligence. Anyone, regardless of the work they deliver, the people they will or will not interact with, and the team they may lead, must have emotional intelligence. It is an ability sorely missing in the workplace.
Stay in touch. As a relationship between the candidate, you, and the organization builds, it is imperative you stay in touch with the interviewing candidate. If they are stars or high potential, your competitors will be after them as well. Check in regularly. Encourage the person to contact you with questions. You want them to start feeling like they are a part of the team. It also gives you another glance at them in a more casual situation.
Be careful with group interviews. I have heard more complaints by interviewees about group interviews than any other aspect of the hiring process. There are often too many people in the room. The interview session can feel like a competitive interrogation rather than a conversation. There is a place for group interviews, but they need to be thought out and managed well.
They are interviewing you. Your behavior, what and how you are offering, your enthusiasm about them and your company are the more subtle parts of the interview. You don’t want to find yourself in a situation where you have decided to hire the person and they come to the conclusion you are not the right person or the right company because of how you treated them.
Is this a great candidate but they are interviewing for the wrong job?Often, I would speak with a great candidate and realize they are not the right person for the open position. Before you let them go find the right place, even if it is not in your area. Great employees are hard to find, don’t let them get away or go to your competition.
Interviewing is a skill. It can be learned. Your choices will be better, the stress, on both sides, will be reduced and you will gain a stronger, more diverse team when you become an excellent interviewer.
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