Hire for Success
Your employees are one of your business's most valuable assets. Hire quality employees and you increase your chances of satisfying customers with exceptional service and products. Hire poor employees and you face an ongoing battle to remain competitive.
This article focuses on how to hire for success. It begins with a discussion of how to plan for hiring and establish the need for a new employee. It then delves into the recruitment process, including interviewing and advertising the position. Finally, we discuss how to make an effective job offer to be certain that you and your new employee get off to the right start. At the end of this article, you will also find a useful Applicant Evaluation Form.
I. The Hiring Plan
All businesses should have a plan for hiring employees. The plan does not have to be formal, but should include the following:
A hiring plan can assist you in offering a position to the right candidate the first time and will assist you in developing a database for future hiring.
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II. Establish a Need to Hire an Employee
The decision to hire a new employee can be both exciting and tumultuous. The need for an additional employee may mean business is good and growing. On the other hand, a key employee might be leaving or an individual may have been fired. Before committing to hiring an employee, carefully answer the following questions:
Prior to initiating recruitment efforts, it is very important to define the roles and responsibilities of the new employee. Create a detailed job description with performance standards that are objective and measurable.
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Before beginning the recruitment process, define the most important skills and knowledge you want the future employee to possess:
It is essential to define the characteristics that are most wanted in your new employee. Your goal is to hire the applicant who fits your needs and your company's culture. Think about the competencies that are needed by everyone in your company. Competencies are a set of skills and characteristics required to successfully complete a task or achieve a goal. Ask yourself:
Asking yourself these questions, in the above order will help you analyze definable skill characteristics an employee must have to positively impact your company.
Next, identify what specific skill sets an employee needs to possess to do the job well. For example, ask yourself:
Once you have a clear idea of the job responsibilities, skills needed, experience, and physical demands of the job, you can begin to recruit and interview. There are many ways to recruit without spending a lot of money. Free or relatively inexpensive sources include:
In addition to the free recruitment methods, there are many sources you can tap into for advertising positions or attaining assistance with recruitment:
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IV. Prospective Candidates
Before scheduling the interview, critically analyze the resumes and cover letters to determine if the candidate meets your needs. Does the style and quality of the cover letter and resume represent the style and quality of the individual you want to portray your company?
Analyzing Cover Letters
A cover letter which is copied on poor quality paper creates a poor image. Look for personalized cover letters with the correct titles, addresses and specifics of the position. By assessing the style of writing, you can determine the applicants ability to communicate in a written format. The recruited applicant may need to write a letter, memo or facsimile to accompany a bid. Strong written communication skills are essential. Are all components of a cover letter present? It should also meet the following criteria:
Remember, a cover letter can be a screening tool. Does the applicants cover letter meet the standard that you want to emulate?
Various types of resumes exist, from chronological to functional. Whatever format the applicant chooses to use, the resume should include the following:
If you are inexperienced in evaluating cover letters and resumes or have a large number to evaluate, consider using the pre-interview cover letter and resume evaluation sheet.
Pre-interview Cover Letter and
Resume Evaluation Sheet
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V. The Interview Process
The interview process can be a difficult one, especially if there are a number of qualified candidates for a particular position. Being the sole interviewer can at times make the process arduous; it is very difficult to be objective after a few interviews. At times it is beneficial to use other employees as part of the interview process. As an owner or person in charge of the hiring, you can always retain the right to make the final decision to hire or not to hire a candidate. Consider a two-day interview, where you invite only those candidates that did well on the first interview to come back for a second interview.
Pre-Screening, The Telephone Interview
Once you have determined which candidates are qualified by their resume, try and contact them on the phone and have a brief conversation about what they are looking for in the position. This will identify any red flags before scheduling a face-to-face meeting. Pre-screening can save you valuable time, enabling you to weed out those individuals who lack strong verbal and communication skills. During the telephone interview ask questions like:
If the candidate appears to be a good match, schedule an interview.
During the interview, keep in mind the old saying, "The best predictor of future behavior is past behavior." Although this statement is invaluable to the employee selection process, most business owners base their interview questions on future scenarios or hypothetical questions. Try asking behavior-based questions to help you identify how an applicant will perform when faced with a situation in your company. Behavior questions have three components: situation, behavior and impact.
Situation - Ask applicants to describe specific situations that they have encountered that are similar to those found in your organization (e.g., questions related to securing a new client, luring a client away from the competition, or dealing with an unhappy customer).
Behavior - Ask applicants to tell you in detail what they did in one of the situations described above. Probe for specific examples.
Impact - Ask them how the situation resulted. What was the result of their decisions, actions or strategies?
As you are speaking with the applicant, look for verbal and non-verbal signs that will help you identify the candidate's ability to communicate.
Look for candidates that:
When interviewing, avoid questions that can be answered with a simple yes or no. You want to use this time to get to know as much as possible about the applicant and his or her communication skills. Use open-ended questions that encourage candidates to provide a broader perspective on their backgrounds, skills, and plans for the future. Some possible questions include:
Keep in mind that it is better to have five or six good questions than 10 or more vague questions.
Use a second interview to affirm your choice in an applicant and to attain the opinions of others. Avoid discussing anything that could be considered prejudicial (e.g., race, sex, family status, sexual orientation, and physical disability; arrests and criminal charges).
When interviewing more than one applicant for a position, it may be helpful to have an interview sheet with specific questions so you are capable of jotting down a few notes. This will assist you greatly when reviewing applicants. Keep in mind that the responses are not all that is critical. Make note of body language, eye contact, the applicant's preparation for the interview, their questions, self-confidence, enthusiasm, interest and interpersonal skills.
Some interviewing errors that are easy to identify are:
The quality of the applicants questions are essential in assessing the applicants interest in joining your team. Remember to get input from the staff who helped during the interview. They may learn valuable information you were unable to get.
Often before the reference checks are completed, the interviewer may receive a "thank you" letter for the interview. This should enhance your opinion of the applicant.
Employers should always check references. Reference checks may unveil potential problems in applicants, especially when there are conflicting statements between the applicant and the reference. The applicant can be asked specific questions about the discrepancies. Reference checks may be difficult because many companies avoid providing detailed information regarding the applicant. Start the check by getting factual information verifying employment. From there proceed to more detailed information regarding the applicants communication skills, satisfaction of co-workers, supervisors satisfaction with performance, ability to meet demands of the job and, most importantly, the companys willingness to rehire.
Keep in mind that applicants not hired may sue their current or prior employer for giving a defaming reference. If you are the new employer, you may sue your new hire's prior employer for giving positive or complimentary inaccurate information on the reference check when the new hire demonstrates problems in their new performance. Remember that a reference check may be valuable in giving you critical information, but it is subjective. Information gathered from all references should be compared for similarities. One negative reference check may demonstrate a poor interpersonal relationship.
Hiring an employee can be a stressful task. A wrong hire is costly, disruptive, difficult for other staff members, and stressful for the employer. Before making a decision to hire an applicant, get all of the applicants information in order. Gather and review all information for your top candidates.
As you review the applicants information, think about the skills that are critical for the job. If you think a second interview would be of benefit, ask the top applicants to come back.
Involve other employees in the interview process. It can be enlightening to see the disparity between the information disclosed to a potential co-worker and to the potential supervisor. Valuable insight can be attained from these employees about prospective candidates.
Do not hire an applicant just to hire find the right match. At times you will encounter an applicant with all the right skills but the candidate's personality may not mesh with your businesss culture.
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VI. Job Offer
After you make a verbal job offer and the applicant accepts the offer, write a formal letter offering the applicant the job. Be sure to include a copy of the job description, the work hours, start date, length of probationary period and an orientation schedule. If you are including clauses like a non-compete clause and a letter of agreement to be signed by both the employee and the employer, you should have your attorney review or draft the letter.
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VII. Applicant Evaluation Form
To assist you in your decision, consider using the following. Answer questions yes/no as indicated or use this scale:
5 = Very Good
4 = Good
3 = Ambivalent
2 = Poor
1 = Very Poor
A candidate with scores of 4s and 5s is the one you want to hire. The candidate scoring 1s and 2s is the one you want to avoid!
Please be aware that use of this form has not
been validated and should be customized to meet your companys needs.
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Bob Adams, "Adams Streetwise Hiring Top Performers" (Adams Media, 1997)
W. Frank, "200 Letters for Job Hunters" (Ten Speed Press, 1990)
Pierre Mornell, "45 Effective Ways for Hiring Smart" (Ten Speed Press, 1998)
Del J. Still, "High Impact Hiring" (Management Development Systems, 1997)
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Copyright ©, 2002, Virtual Advisor Inc.