| Colleagues, I feel your pain on this issue. | | | | Look beyond the obvious - One of my best |
| | | | hires several years back didn't meet the |
| Scenario 1: You've got a critical position | | | | stereotypical requirements of the job, but |
| that needs to be filled by a qualified | | | | had some outstanding core skills that were |
| candidate, and quick. For every day the | | | | easily translatable to the new job. Had I |
| position doesn't get filled, your in-box | | | | stuck with my mental image of what I was |
| fills up a bit more with work to be done | | | | looking for, I would have rejected the |
| because your unfilled position hasn't been | | | | candidate during the resume screening |
| staffed. You see tons of resumes and have | | | | process. If your job for a procurement |
| interviewed scores of candidates, but the | | | | analyst requires strong analytical skills, |
| rock star you're looking for isn't emerging. | | | | consider looking at candidates from other |
| You refuse to "settle" for a mediocre | | | | functional disciplines, i.e. finance, to fill |
| candidate, but the work is piling up and | | | | the role. I've continually been amazed the |
| you've got to do something. | | | | number of times "out-of-the-box" candidates |
| | | | have become rock stars. Don't limit yourself |
| Scenario 2: Three months ago you thought you | | | | to candidates with stereotypical |
| had the perfect candidate for a job and | | | | requirements. |
| decided to hire him. You negotiate a | | | | |
| compensation package, relocate the candidate, | | | | Get a glimpse into critical thinking skills - |
| and do some internal public relations work | | | | OK, so you've probably heard about the "why |
| with the team. Two months after the candidate | | | | are manhole-covers round" type of questions |
| hit the job, you realize that your candidate | | | | and may be chuckling at the prospect of |
| was a PURE (previously undetected recruiting | | | | asking a candidate such an off-the-wall |
| error); the candidate had a major issue with | | | | question. The truth is, critical-thinking |
| responding to pressure and would become rude | | | | questions are a great way to understand how a |
| and angry with peers, employees, and | | | | candidate thinks through problems, how they |
| customers whenever the heat was turned up. | | | | respond to pressure, and how |
| You're now faced with either making a massive | | | | quick-on-their-feet they can be. I've changed |
| investment in the person or making a job | | | | my hiring decision (both ways) based upon the |
| change. Not a pretty picture. | | | | critical question I asked during the |
| | | | interview. A great approach to this is to |
| Finding the right candidate for a job can be | | | | think about your own business and create some |
| highly frustrating for both managers and | | | | hypothetical questions, i.e. if you're an |
| recruiters. If you wait too long, the work | | | | automobile manufacturer ask the candidate how |
| will keep piling up and your management may | | | | they would design a car that gets 200 miles |
| start thinking you can get along without the | | | | per gallon. Think about the "tough questions" |
| position. Pull the trigger too soon and you | | | | you can ask and observe your candidate as |
| risk hiring a candidate that is a PURE. There | | | | they wrestle with their response. |
| are legitimate situations where it just takes | | | | |
| a long time to find a suitable candidate. You | | | | Get a hundred-day plan from the candidate - |
| need to minimize the situations where you | | | | Wondering what a candidate would do when they |
| either hire the wrong candidate or take | | | | land on your doorstep? Ask them! During your |
| forever to find the right one. Here are some | | | | final selection process, ask each of your |
| simple techniques to help you find that rock | | | | candidates to put together a hundred-day plan |
| star for your organization: | | | | of what they are going to get accomplished |
| | | | during their first hundred days on the job. |
| Know what you are looking for - Sounds pretty | | | | This technique is very effective in assessing |
| basic, but I have been amazed at how | | | | how a candidate will take the ideals |
| frequently managers dust off a job | | | | discussed during the interview process and |
| description that hasn't been changed in years | | | | put them to action if they were to be hired. |
| to use as the basis for hiring a new | | | | |
| employee. Hiring to an out-dated job | | | | Give peers and candidate's prospective |
| description can lead to ineffective resume | | | | employees a voice - A key aspect of a |
| screening and poor-fit candidates. Give the | | | | candidate's fit potential is how they will |
| job description a good working over and | | | | get along with peers and, if the candidate |
| ensure the skills documented in the job | | | | will be managing people, his or her |
| description accurately reflect what you're | | | | prospective employees. You may have a |
| looking for. | | | | functional and technical maestro but if he |
| | | | doesn't have the teaming or collaboration |
| Use multiple interviewers who can focus on | | | | skills you might be creating a mess for |
| different skills - Based on the job | | | | yourself and the team. Just be cautious to |
| description, your candidate may need a | | | | get a cross-section of opinions; you don't |
| combination of functional, technical, | | | | want to base team chemistry decisions on just |
| leadership, and people skills. A candidate | | | | one person's viewpoint. |
| who may be a technical wiz may also have the | | | | |
| people skills of a head of lettuce. Use | | | | The rock stars are out there and can be |
| trusted interviewers who have expertise in | | | | delivering value in your organization; just |
| each area of focus and ask them to drill the | | | | make sure you keep focus on some of these |
| candidate for their respective area to ensure | | | | basic hiring strategies and you'll get the |
| the total skills package is there. | | | | best of the best driving results for you. |
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