| I recently talked to a couple of leaders who were | | | | close relatives can be far greater than the hoped for |
| engaged in the process of hiring new employees. It | | | | similarities. |
| was obvious they were not having a lot of fun. During | | | | 6. Ask current employees for recommendations. Your |
| our conversation, they peppered me with questions | | | | current employees are unlikely to recommend anyone |
| concerning the do's and don'ts of effective employee | | | | who will be a misfit or who will knowingly cause |
| selection. I was glad they were interested. But, the | | | | problems. Moreover, they know better than you do |
| process can be complicated. | | | | what is required for success on the job. |
| In an effort to get you started on the right foot, | | | | 7. Study applicant school or work records closely. |
| consider these. | | | | Remember that the best single indicator of future |
| 1. Don't rush. Invest the same time and attention in the | | | | success is past success. The best single indicator of |
| process that you would on any other capital project | | | | future failure is past failure. Never allow important |
| you might be developing. After all, hiring a permanent | | | | issues such as attendance, work habits and personality |
| employee is a major decision involving a long-term | | | | characteristics to be glossed over as if they were |
| commitment of company resources. | | | | unimportant. |
| 2. Get several opinions. Don't let the hiring be done by | | | | 8. Maintain a hiring priority list. Keep a list of good |
| the human resources department alone. The opinions | | | | prospects in the order you would like to hire them, if |
| of the people the new employee will work with are | | | | they are still available when the opportunity presents |
| important if you want to encourage teamwork. | | | | itself. This will allow you to move quickly, but surely, |
| 3. Aptitude tests can help in some jobs. Just be sure | | | | when a position opens up. |
| they accurately measure the requirements of the job. | | | | 9. Cover job requirements thoroughly. Be sure the |
| This can be a tricky area from both a practical and | | | | applicant understands exactly what s/he will be doing, |
| legal vantage point. Don't be afraid to ask for help | | | | at what pay, on what shifts, for whom, with what |
| from people who work closely with this issue. | | | | prospects for advancement, etc. Avoiding these issues |
| 4. Never hire out of pity! Everybody has needs and | | | | will only lead to problems later. |
| altruism is an admirable quality. But, that is not your | | | | 10. Finally, make them know they have earned the |
| major concern in your role as a hiring agent for your | | | | position. Take pride in having applicants work hard to |
| organization. The key question is "can this person bring | | | | earn a job with your organization. If the process of |
| real value and impact to this job?" | | | | getting hired is too easy, they may assume they can |
| 5. Beware of hiring individuals related to others in the | | | | coast through the activity of the job as well. A difficult |
| organization. I am not suggesting it should never be | | | | task always provides greater pride once the objective |
| done. Just be aware that the differences between | | | | as been accomplished. |