Employee Selection Process
RUSHING YOUR RECRUITMENT EFFORTS!
hiring someone new IS expensive. It takes overhead and training and blah blah blah.
is way more expensive to tolerate a bad employee, his behavior, and his
Hire the best people you can find and take
your time in finding them.
As far as the
cost of hiring someone new. (okay okay we will acknowledge
Use the attached
which considers these dicey factors:
MUST DO'S IN YOUR HIRING PRACTICE
Managing Your Employee Selection Process
Yes, they must have
interpersonal and effective team communication skills!
Yes, they must be
competent in certain job-specific skills!
Yes, they must
have impeccable work standards!
Yes, they need to be easy to get along with!
Oh my -- we are
looking for the perfect person. We will never find him.
think again. Hiring is a process of determining what you can live with
and what you must have. Refer to this list of 6 MUST-DO's
. Best to
flesh out those skills that are easily measured, while looking for the
not-so-easy-to-see indicators of a good employee.MUST-DO
#1 Employment Background Check
... or more
It used to be that this was a
useful tool. But fast forward into our litigious society, and find few
people and companies willing to take on the liability of bad-talking a
former employee. It leaves them open for a variety of lawsuits about
defamation and unfair just cause.MUST-DO
#2 A Great List of Hiring Questions
So now best
practices involve broadened research to include criminal
background checks as well as a personal background check. Getting
personal referrals that you can chase down in person, and talk to "off
the record" on the phone leaves people with more options in disclosing
Must Do #1 therefore includes collecting
personal references from business and social relationships on the
employment application. Then find an inexpensive resource that can give
you criminal background check. These are getting more readily available.
#3 A Cross-Check Process
There can be a laundry list of
for the employee selection process, but in truth, how
they are answered is the best indicator. So use a good
baseline of interview questions that look for the two spheres of a
business environment: what people do and how they interact to do it.
10 questions outlined in the free interview
compose a nice balance.
To use it - select at
least 3 employees that will interview each candidate. Collect scores
separately. Compare together and then discuss as defined in the next
step: MUST-DO #3.
Interview candidates can
absolutely BS their way into your heart. How to best detect it? Use
many interviewers in different interviews. Share the answers to common
questions, as well as gut instincts about the individual.MUST-DO
#4 Time Management Skills
other words, conduct a host of interviews at separate times by separate
people. Sure the panel approach may be common, but the one-on-one will
be more revealing IF you debrief with each other later.
solid interviewee will have consistency in his interview, whether
talking to chatty me or detail-oriented Mike or serious Sue. The
candidate with manipulative intentions will ebb and flow in his
answers, giving situation appropriate answers that will often coincide
with what he told someone else. The truth varies for these individuals
so often that they easily flop around reality by answering whatever
fits the situation best, but not in an ethical way.
#5 Capability to Learn
The free interview
that is provided here includes a dedicated question
to time management capabilities. More than ever, this skill is
critical. We live in a business world that is sophisticated, demanding,
and fast-paced. A shrinking violet will crumble quickly under a
schedule that rules her, rather than the other way around.
management is not about having the slickest gadget. It is about
discipline. Even if the time management tool is post-it notes here and
there, it can be effective given the right master.
All of you who work in an
industry that does not involve CHANGE can read past this. MUST-DO
#6 Handwriting Samples (I know ... it sounds weird)
that they are gone, that leaves us with damn near everyone. Am I right?
How much has your tool kit changed in the past 10 years? How about in
the past 6 months? Have you learned how to flex? You bet!
prospective employees must show a competence for adapting and growing.
They should employ interactive methods such as listening to learn and
sharpening the saw. If they do not, well ... they will be flat and
extinct in a heartbeat.
In this MUST DO, listen for
how well they come back with clarifying questions about the situation.
See if they are interested in what is different about your workplace
than what they may be used to. Are they on the verge of offering ideas?
Do they request some training or mentor time if they get the job?
All good signs.
Although graphology, or the study
of handwriting, has existed for centuries, there is still little
empirical evidence of identifying job competence or personaliy
compatability. However, this non-technical skill is still one
of the best indicators of communication capability.
are often in a a position of needing to communicate in writing, and
regularly interacting with the customer base this way, especially when
face-to-face problem solving occurs. Handwritten instruction or
clarification for a co-worker or customer becomes something tactile and
often long-lasting. A clearly-written message is a must.
Must-Do will not be a make or break, but it will help identify a
prospective employees ability to communicate without an online
spell-check or delete button.
And just to
re-emphasize --- this is for assessment of communication capabilities, not
personality profiling or reading someone's horoscope.
avoid bringing on someone new because if what seems to be an
overwhelming investment in recruiting and getting someone new on board.
But is that really smart?
Weigh the cost of keeping
a poor employee! Consider:
- Lost production
(depending on their shortcomings and why you consider them a poor fit
for the job)
- Influence of others in loss of
- Inefficient interaction with
customers (may directly affect customer accounts)
spent in disciplinary meetings