3 Conduct rigorous interviews.
“Interviews should be
not casual conversations
or get-acquainted sessions,” Anderson says.
Having a highly structured
interview process keeps
things on track and prevents you from talking too
much—a fatal interviewing flaw, says Anderson. If
you go into the interview
with planned questions
that dig into past behaviors, with the objective of
uncovering both character
and competence, you’ll be
off to a great start.
The interview process
should reveal whether
someone has the five
you can teach skills and
knowledge, you cannot
teach talent, attitude, character,
energy or drive, which are essential to
success, says Anderson. Consider past
performance more than past experience. You make poor hiring decisions
when you like the applicant too early in
the process and stop assessing him or
her as a result.
candidate was a project manager at XYZ
Company, but it does not mean they will
be successful in your company. Can they
collaborate? Are they a good match for
your manager’s style?”
6 Be honest.
Let candidates know the challenges and
opportunities at the business and in the
job. Talk pay and compensation early,
suggests Flora. If a job averages 48 hours
per week or requires 25 percent travel,
tell the candidate. Set expectations in the
interview, says Walters.
8 Check them out. “Do your due diligence. References and background
checks are essential, yet many smaller
companies overlook them simply
because they do not have staff or the
time to complete,” says Flora.
4 Score candidates for integrity, judgment and self-motivation.
“If any of those three are missing and you
have just hired the person, at best you are
getting an average employee,” says Don
Paullin, president of consulting firm Hiring Firing Experts in Grayslake, Ill.
5 Consider cultural fit. “People get hung up on credentials,” says Barbara Baill, an executive
coach with consulting firm Mariposa
Leadership in San Francisco. “Maybe a
Hiring is so important that there can’t
be too many cooks in the kitchen. Team
interviews continue to be popular.
“We strongly recommend team interviews to clients,” says Joyce Gioia, president of management consulting firm
The Herman Group. Give a variety of
people who will work with the candidate
a chance to evaluate him or her.
9 Tap the overqualified. Many companies are concerned that the overqualified person will
not be happy in a lesser role and will leave
for a better position when the job market
opens up, says Flora.
Employers often have a bias against
hiring overqualified people, says Baill. “I
think this is to their detriment.” However, if that person is egotistical, she says,
the arrangement may not be ideal.
“A lot of people with great skills want
to contribute. Maybe they’re looking for
better work-life balance and no longer