Every boss, C-Suite and executive wants to hire the best person to achieve the best results. When the right candidate is selected, companies grow profitably. The major concern for employers during the selection process is fear – fear of hiring the wrong person. This is the hard reality: No one wants to hire someone who is a thief or can’t or simply won’t do the job. But instead of creating a process to collect the right data and make an informed decision, employers too often rely upon tiny fragments of information that are not factual or misconstrue observed behavior. When interviewers fail to follow a strategic selection processes, they are unable to sufficiently compare applicants to make the best decision (think, apples with apples).
Structured Interview: Many employers create questions that have nothing to do with the person’s actual ability to do the job. They focus on whether candidates like money, are loyal employees, want to work, are task or idea focused, etc. Savvy interviewees will tell you what you want to hear! Ask interview questions that are legal and focus on results the person has achieved. Determine the level of skill they actually possess currently, by drilling down into their responses (e.g., Tell me more. Which means?)
Assess Whole Person: Interviewers rely upon their perceptions to infer a person’s entire character. They dismiss a candidate because s/he didn’t bring a pen to the interview, or read a book or listens to music they don’t like. Traditionally we have relied upon 1/8th of the information readily available to evaluate a person’s job suitability: key words on resumes, interview savvy and reference checks. It’s time to access job fit – the 7/8th’s that is often overlooked. You can train the right person to develop needed skills.
Use qualified assessments to determine job fit. Review the Department of Labor guidelines and Technical Manual (each publisher should provide these) to determine appropriate use of any assessment. When choosing an assessment tool, do not solely rely upon a sales person’s knowledge or their attorney’s letter to determine if the tool can be used for pre-employment purposes.
Due Diligence: Use core value and job-fit assessments; background, credit and criminal checks; employment and school verifications; structured interview questions (including all the ones contained in assessment reports); and reference checks with previous employers. Follow your own system in its entirety. If your selection system and interview questions are constructed to obtain the right information and are used correctly, you will make an informed hiring decision.
©Jeannette Seibly, 2011