The best hire must not be an accident but a certainty. It is important to first look at the job description and study it very carefully. A clarity of the profile both at technical and behavioural level derived from the job description is the key to successful hiring.
The probing then must follow the sequence as under to get all the relevant data needed to take the right decision.
Check the upbringing and environment the person comes from. A challenging job needs a continual exposure to hardships and risks. A soft job needs a candidate from a soft background. Any mismatch will create a misfit.
2. Beliefs and Values:
Check if the emotionally held opinions of the person match the approach you need on the job. See if the person’s value system is congruent and in line with the organization’s culture.
3. Attitude and behaviour:
Attitude is the underlying aspect of the behaviour. An abstract problem scenario and the persons approach to it will give an insight into the mental programming of the individual. A past behaviour is also a great insight into future behaviour at this stage.
Skills can be learnt in a short period. If attitude is right, skill is not an issue. Overemphasis on skills can result in a bad hire.
These are the attributes that need a deep probing. This aspect determines if the person can deal with abnormal and challenging situations. Be clear on competencies of success in a job. Remember always, number of years of work determines the skills and not competency. Competencies are behaviours of success determined by your organization’s competency grid/leadership behaviours. Overemphasis on tenure can result in a bad hire. Competency with the right attitude is a great combination.
6. A sense of purpose:
This is the highest decision criterion. If the candidate is clear on his passion and the job is in line with his passions this is the best hire one can look for. You must also overcome the myths that exist in the hiring process:
1. The number of years in a job guarantees success.
2. We must get the best hires. Best are identified, groomed and retained. They seldom look out for a job as the organization goes out of the way to retain them. Thus, the best may not join you.
3. An interview is a gut call. Never is this the case.
4. The interview needs no planning and can be handled spontaneously. This is a disaster.
5. One must look for clones of existing performers. This is impossible each human being is unique.
6. An interview is a ten-minute process.
7. One round is good enough.
Lastly, performers must conduct interviews. Exceptional performers hire exceptional people. The best candidate may not join you if interviewed by a mediocre manager.