| Perhaps the hardest part in the hiring process is | | | | Mike Myer's SNL catchphrases from circa 1992 still |
| making the final decision. This is no surprise. Countless | | | | relevant?) - Have multiple interviewers question the |
| hours of resume reading, preliminary interviewing, and | | | | candidates and give you their feedback and |
| background checking have been done in order to find | | | | recommendations. Take a poll amongst your trusted |
| that perfect new employee to fill your organization's | | | | colleagues and upper management to see which |
| needs. It's true, in some cases, that making the final | | | | candidate they believe to be the best one for the job. |
| hiring decision is made easier by a standout candidate; | | | | If there is a clear consensus, or even a close winner, |
| however, many times there may be multiple | | | | you have your answer. Having the support of |
| candidates who you think could make a valuable | | | | knowledgeable colleagues will help you make the right |
| contribution to the organization. With this in mind, here | | | | decision. |
| are few ways to make the final hiring decision a little | | | | - Take a look at the numbers - If there is a real |
| bit easier: | | | | struggle to make the final decision between a handful |
| - Be very clear on the three or four competencies that | | | | of candidates, take a look at their assessment scores |
| will make the difference between success and failure | | | | (assuming you had the candidates take assessments). |
| for the candidate on the job. Grill the candidates about | | | | Base your decision on how the candidates' scores |
| their abilities and track record in these areas. | | | | align with the job requirements and your organization's |
| - Talk amongst yourselves, don't get pheklempt (are | | | | culture and goals. |