Bad hires can kill your year ”“ or your career. Making matches is never going to be easy but there are ways to get better at it. Counting on good luck does not qualify.
The solution is to create a process model that you and your employees understand and follow. It can be different in every company, but it needs the following components to be successful.
1. Job definition: Describe the position, in detail.
2. Hierarchy outline: Who does the position-holder report to and who are his or her peers and subordinates?
3. Customer identification: Who is the “customer” of the position? For example, if you are hiring a receptionist, his or her customers would be your employees and the clients and prospects who call or visit.
4. Ideal candidate profile: Using input from the above, create a profile of the ideal candidate. Keep in mind the same position may have different behavioral requirements based on the candidate”™s supervisor and subordinates. For example, your Western regional sales manager may be very high level, unstructured and not into details, while your Eastern regional sales manager ”“ the same exact job ”“ might require a micro-manager. The ideal candidate profile for the West will be different from the East because of the behaviors of the people who will report to these two different managers.
5. Experience review: Make sure the candidates you choose to interview have the experience required and the ability to learn the subtleties of your business. Every business is different and the ability to learn is the single most critical success skill.
6. Behavioral assessment: Once you have determined the “skill fit” spend the rest of your selection process dealing with the “behavioral fit.” Consider using a behavioral analysis tool or create a simple checklist that contains the behavioral attributes you believe are critical to success. Identify behaviors that are critical failure indicators ”“ those that have not worked in your company before and therefore won”™t work again.
7. Group interview: Make sure group interviewers are asking different questions and gaining unique perspectives. What is the purpose of doing the same interview, with the same questions, four times?
8. Ensure a proper fit: Make sure the candidate fits with the customer, team members and the manager. If any one of those three is even a yellow light ”“ force it to become either red or green. Unless you have three green lights, do not consider making the candidate an offer.
Hiring is a hugely rewarding task with incredible risks. Take the time to do it right.
Donald J. Zinn is co-founder and managing partner of Exigent Search Partners, a search firm in Tarrytown. Reach him at dzinn@exigentsearch.com or visit his website at www.exigentsearch.com.
