In good times and in bad, finding top talent to accelerate growth or improve operations is a challenge. Business results have been improving for most companies, and many CEOs are cautiously optimistic about 2012. However, it’s been a rough ride for many companies during the last two years. When it comes to hiring practices, many corporate leaders are proceeding with care.
We all know hiring can feel like a gamble. We’ve heard stories or experienced firsthand someone who seemed great in the interview but fell apart once they were hired. Yet, we also know attracting and hiring top talent is the most critical factor in our company’s ability to thrive and grow.
How can a company begin to bridge the gap between recruitment as a gamble and as a sure thing? At many organizations, there is a lot of room for improvement in the hiring process. Below are some suggestions on how to think differently about your hiring practices.
Know Thyself.
Candidates take jobs for three reasons: The Opportunity, The Company and The Boss. If you don’t have a comprehensive understanding of how these factors relate to your selected candidate (or an internal employee for that matter) don’t be surprised if top candidates are not interested, or if they are lured away by your competition.
Be clear about the necessary skills needed in the ideal candidate.
Write them down and validate them with your team. Create a hiring matrix. The clearer you are about your vision, culture, values, policies and the key skills necessary for success in your company, the easier it will be to evaluate talent.
Get the easy stuff out of the way.
In today’s world, it is easier and more cost effective to gather credit, background, drug testing and other data prior to starting the interview process. If any of these screening processes are required before an employee can start, complete them beforehand.
Homework Assignments.
Involve the candidate in the process by sharing some of the bigger issues your department or company is facing. Then, ask them to present their solutions. This homework assignment will weed out those who know how to interview well from those who are not truly interested or capable. It will also provide you with insight into their problem-solving skills, motivation and overall communication skills.
Focus on the candidate’s ability to fit in with your organization.
Consider how the candidate engages with your staff and clients. Most of us rely on gut feelings and our first impressions of a candidate, but leaders in talent management know that can lead to ruling out potential superstars. Consider conducting a phone screen first to listen for style, clarity, adaptability and communication skills before taking the next step.
Interview Differently.
Use interview questions that show whether a candidate will fit with your company’s culture. For instance: “We are crazy about our customers. Can you tell me about a time where you had to create a raving fan out of a difficult customer?” Use interview questions that uncover engagement. For instance: “Tell me about when you had to lead a team to accomplish a task. What was your most successful accomplishment? How did you gain buy-in from others inside and outside the company? What did you learn?”
Remember, top performance is never a one-time event. Top achievers consistently produce results. To gain more insight into their track records, consider asking the following: “One of the critical factors for success in this role is product innovation. Please describe your most comparable accomplishment.” Or, “How would you achieve an improved client satisfaction rating with our clients?” Dig for details. You may also consider having the candidate submit his or her answers in writing. You will learn valuable information about a potential candidate when you evaluate how they can or cannot articulate their answers in writing.
References Count.
I am not talking about rubber-stamped references; I am talking about detailed and thorough accounts of your potential candidate’s alignment and capabilities. Your job is not to go on a witch hunt but to validate the information gathered in the interview. Sometimes hiring a third party to fully gather this data is useful so that you don’t ask leading questions that create a predetermined outcome. The old recruiter adage of “don’t trust, verify,” is appropriate when it comes to reference checking.
Deal Killers.
When you’ve found the right candidate, don’t hesitate, and don’t assume the candidate doesn’t have other offers on the table. If you want this person, don’t make an inflexible low-ball offer, and do not wait until the last minute to discuss compensation and benefits. Finally, prepare an offer you think is fair and acceptable.
Stephanie Klein is past president of the Colorado Human Resource Association and President and CEO of Experience Factor (formerly the Boomer Group), a Denver staffing and placement firm. Contact her at 303-300-6976.