Talented people are available in today’s marketplace: finding them, recruiting them, and bringing them on board is still a serious challenge. The ideas behind Hiring Hard so you can Manage Easy will help you get the best when you have the opportunity to hire. Everyone is seeking to hire smart and to select the best. The only proven way to create a high-performance corporate culture is to hire and train just the right people. We recommend that you use the following four principles to dramatically improve your chances of hiring the right candidate.
1. Do a fit interview.
Ask questions to discover what the candidate believes in. What are her/his values? Conversational interviews can provide you with an understanding of the candidate as a person by learning about his or her values, beliefs and ability to create rapport.
- What are the most important values you want in an organization?
- Where have you been able to excel? Why?
- What environments have been the most challenging for you? Why?
2. Do a competency interview.
Use behavioral-based interview techniques. Competency interviewing puts the focus on understanding the candidate’s inherent competencies. We recommend using a behavior-based approach to discover if the competencies are present in the stories the candidate tells. Probing questions make this form of interviewing successful.
- Can you think of a situation in which an innovative course of action was needed? What did you do in this situation?
- What has been a particularly demanding goal for you to achieve? What were the challenges? How did you overcome them? What was the result?
3. Do a presentation interview.
Our preference is to ask the candidate to prepare a presentation ahead of time on a provided case. The presentation case interview can give the hiring manager data that the traditional case interview cannot provide. You will understand how the candidate might conduct themselves while interacting with a client in a high-pressure situation. Finally, you will see the candidate’s preparation and their presentation skills.
4. Profile the Candidate.
Most interviewers never give an applicant a personality assessment or a communication profile. Have you ever hired somebody, and two days later it’s as though you hired somebody else completely? Personality testing can go a long way toward preventing this. There is not an interviewer alive who could not use some additional assistance in sorting the candidates who are very good in interviews from those who will truly benefit your organization. It is the candidate’s job to show off their assets and it is challenging for any interviewer to elicit from the candidate what his or her potential liabilities are. Personality tests can give you insights into what a candidate’s potential weaknesses are so you can better leverage your time in the interview. As clock management is an important part of interviewing, gaining insights into potential challenges provides you with a critical advantage.