October 7, 2019
6 minutes of reading
Comments expressed by Businessmen the contributors are their own.
The following excerpt is the word Caroline Stokesbook of Elephant before the unicorn. Buy it now from Amazon | Barnes & Noble | Apple Books | IndieBound or Click here to buy it directly from us and SAVE 60% on this book as you use the code CAREER2021 through April 17, 21.
When there is a talent gap in your company, you may want it to be filled. But what happens when you have a role you need to fill yesterday? Let’s face it – finding a warm body is often a basic strategy when it comes to attracting talent. As a result, undesirable traits in the candidate are often overlooked.
But just the short-term thinking to get a position filled quickly can have serious long-term consequences. Here are three strategies that will help you make mistakes when you hire them less.
1. Manage stress and enlist help
If you want to avoid costly recruitment Make a mistake, first you need to realize how your stress level is affecting your decision-making ability and those around you. A strong leader stress management skill can determine when and the level of stress is affecting his ability to see things clearly. When he has exercises that help him get rid of stress and clear his mind, he can return to work with new energy and new insights.
Second, don’t try to handle the hiring process alone. No matter how much you believe in your character and believe you are a good judge of personality, you still need many considerations in important hiring decisions. Others can see where you have a blind spot and play a role in checking any bias you might have. Request entry from the candidate’s hiring manager and prospective team whenever possible. When that input differs from yours, resist the temptation to push the candidate through – take your team members’ concerns seriously.
Using pre-interview category
To ease some of the stress in the hiring process and ensure your team is well supported, consider the people and processes involved in the decision. Here is a checklist to consider before starting the hiring process.
- Who can be on your interviewing panel to help make the right hiring decision?
- What is this process?
- Are people on board?
- Do everyone know about the recruitment / recommendation schedule?
- What if you don’t meet the deadline?
- Have you discussed your Plan B with the interview team and stakeholders?
Why “go with your gut” isn’t good enough
The “go your gut” attitude has serious limitations because our intuition and first impressions can be informed by our biases. However, you can’t bypass your gut entirely – it’s your early warning system. Pay attention if your gut is telling you that there is something “wrong” about a candidate. The first impression is of utmost importance. If your gut is sending a “dangerous” signal about a candidate, you probably don’t need to pursue her any longer.
But what about those of you who aren’t sure? This is where the sales saying, “The fortune is in the future”. Don’t just rely on your own impressions; Follow up with as many people as possible. Ask the candidate’s prospective team members to spend time with him – for example, they might go out to lunch and see how he treats the boss.
Follow up with previous supervisors. If you have people in your network who know the candidate, even if unofficial, get their opinion. Someone farthest from the recruiting situation may have the most insights to give your potential superstar character.
Ask the participants difficult questions, then listen (really listen)
Suppose the candidate, “Jim,” completes the interview well. When you call his references, you want to ask questions that will give you a feel for Jim’s personality. That means you can’t rush to make calls: You must give the person on the other end of the line to carefully consider their response and express yourself fully.
Be wary of any long pauses. Most people are polite and don’t want to defame even the worst former employees. Also, be wary if you ask about Jim’s ability to work well with others and get answers like “It depends on people.” Such a reaction could contain a multitude of guilt – bully, sexual harassment, etc. Obviously, if a reference says something that directly contradicts what your candidate said during the interview, it’s a serious problem.
Here are the questions I use when calling references. During these conversations, I try to be extremely professional: agreeable, on-the-go and polite. I write down exact quotes and no interpretations. I then share what I wrote with references so they have a chance to correct any misunderstandings. Ask ten questions:
- What is your current name, title and role?
- What is your relationship with the candidate, such as manager, co-worker, or co-worker? When was the last time you worked together? How long have you been together?
- What are the top three strengths the candidate possesses for this role?
- You can describe them leadership and management style?
- Can you describe their style of decision making?
- Can you tell me about a time when they faced great pressure?
- Can you recall the top areas that candidates need to continue growing?
- If you are in a position to work with this candidate again, would you like to?
- What are the most interesting things to know about working with a candidate over time that won’t appear during the interview?
- Is there anything else you’d like to share?
You can learn more from a phone conversation than ever before from a written reference. Listen to pauses, choose words carefully, change the subject, answer a different question than the question asked, etc.If a reference is absolutely brilliant, push for more information about the the area in which the candidate can continue to grow. Then, if you decide to hire Jim, you’re in even better position to help drive his growth.
For a more detailed list of questions you can use during the recruiting process to land unicorns that your company needs to thrive, check out the book. Elephant before the unicorn. Buy it now from Amazon | Barnes & Noble | Apple Books | IndieBound or Click here to buy it directly from us and SAVE 60% on this book as you use the code CAREER2021 through April 17, 21.