The opportunity to hire and develop your next top performer is simple, if you follow a consistent and disciplined process. This is not to imply that it is easy, but it is simple, if you keep in mind and follow a few key components during the interview process. The process must be easy to implement and easy to follow. It must be consistent within your organization in order to avoid the pitfalls of inconsistent implementation and therefore the potential for improper and inconsistent hiring practices. A few questions to consider when hiring:
- How often have you hired someone whose best performance was during the interview?
- Do you know the qualities that distinguish your top performers today?
- How can you be sure you’re making the best choice between several qualified candidates?
- How can you accelerate each new employee’s productivity for the organizations benefit, as well as the development of the new employee?
So here are the key components:
Hire for Attitude.
What I mean here is to provide all candidates with the opportunity to take a personality profile/pre-employment assessment so that you and the candidate can explore if the current opportunity provides the best suited job content for them. This is based upon their current skills and experiences. There are as many as 2800 assessment tools available for use, and many are available to you through the internet at nominal costs or fee’s. Without an objective, third party assessment tool, you can tend to hire only in your own image, and that may not be the best approach for the needs of your business, program, or project. We may lose valuable time and energy, because we hired wrong, or passed on a candidate that could have become a valuable contributor to the goals of the organization.
Test for Aptitude.
This is accomplished through a variety of tools available that measure reading speed and accuracy, reading comprehension, arithmetic and arithmetic reasoning skills. You must establish the correct minimum thresholds for performance on these tests, and they must be job related.
Evaluate Energy Level, Enthusiasm, and Resiliency and Commitment.
Make certain to verify and confirm job history, and performance contributions in all previous assignments. You should develop a series of “bullet proof” interview questions that you ask consistently of all candidates. These questions must be job related, and enable you to solicit key thinking of the candidates, as it relates to the tasks that you will be asking them to perform. A “bad hire” seldom gets “better”.
These measurements and tools must all be job dependent, and specifically the job requirements must meet the “bona fide occupational qualifications” test imposed by many states and the federal government in and during the hiring process.
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