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Smart Choices: How to Hire the Best

By Judith Lindenberger


Smart Choices: How to Hire the Best
By Judith Lindenberger

Your organization’s continued growth and success depend on making smart choices and hiring the best. Today’s economy is exploding with talent, allowing you to be selective about the staff you hire. Yet, the crucial step to filling a position is finding the right talent for your organization - someone that has the skills for the job, easily blends with the culture, interacts well with the team and believes in your mission.

In his best seller, Good to Great, Jim Collins writes, "In the good-to-great transformation, people are not your most important asset. The right people are."

To help you learn how to hire the best, it is important to learn about effective hiring and selection skills. Conducting a job interview looks easier than it is. And that’s the problem. According to studies based on the employment records of thousands of management and line employees, little or no correlation exists between the positive reports that emerge from the typical job interview and the job performance of the candidates who receive those glowing reports. However, this correlation goes up dramatically whenever interviewing becomes a structured, well-planned process – one that’s integrated into an organization’s overall staffing practices.

Over the years, I have conducted numerous interviews and trained even more managers on effective interviewing and selection techniques. And I have gone on dozens of interviews. How the interview is conducted tells me a lot about how the company operates and the position.

If you are the one doing the interviewing, effective interviewing and selection needs to be a structured, well-planned process. Here are a few tips to get you started.

Before the interview:

Know what you need. You can easily miss this step because you've got other responsibilities. Determine the key competencies required before you interview. If you are hiring someone in sales, for instance, create questions that will tell you whether the person has good interpersonal and organizational skills.

Advertise the position. Don’t just advertise in your local newspaper - cast your net even further!

Look at what works. What personality traits make someone a good fit for your culture? Is your organization laid back or formal? Do people work 9-5 or round the clock? Ask questions that will help you determine whether the candidate will adapt well to your organization’s culture.

Schedule multiple interviews. Conduct 15-minute telephone interviews to screen out inappropriate candidates. Have key people, those who will be working with the candidate, interview the top candidates, and ask for their feedback.

During the interview:

Ask the right questions. Dig deep to find out whether a person is more comfortable with details or the big picture; is a self-starter or an order-taker. Create questions that will give you the answers you need. If time management skills are required for instance, you might want to ask, "What is your method for organizing your day?" Compare what each candidate says to determine who is strongest in this area.

Close your mouth and open your ears. Too often interviewers turn an interview into a grocery list of their wants and needs. Ask focused questions and then listen carefully. Take notes.

Go with your gut. . If you did your homework - that is, determined the key job requirements and asked questions that would ascertain the skills required - the hiring decision should be a natural next step. Sometimes, however, you can't put into words why someone is or is not clicking with you. If you aren't sure whether to trust your intuition, delay the decision for a day or two.

Here’s a final tip. After conducing all the interviews, I recommend that you use a simple grid to help choose the best candidate. Simply put the names of each candidate horizontally and put the job requirements or key competencies vertically. Then make up a scale from 1 to 5, with 5 being the highest rating. Rate each candidate from 1 to 5 on each of the job requirements or competencies. The person with the highest ratings is probably your best choice.

Above all else, consider input from each of the interviewers and trust your collective judgment. Put aside any and all stereotypes and select the best person for the job.

Judith Lindenberger MBA has a distinguished career in human resources consulting and is recognized for her innovation and excellence. The Lindenberger Group, LLC provides results-oriented human resources consulting, organization development, customized training workshops and personal career training to help individuals and organizations improve their productivity and performance. Contact them at 609.730.1049 or info@lindenbergergroup.com or www.lindenbergergroup.com




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Matchmaking, business style

By Cathy Goodwin

When you hire a plumber to fix your sink, you can get referrals from the family next door. After all, your sink probably works on the same principles as your neighbor's. 

When you hire for outcome, you can ask about results: "Did he really help you increase sales?" If the answer is, "No, but he had a lot of interesting ideas," you keep looking.

But if you want to find a new career or assess your life's meaning, you are entering an open-ended relationship. Whoever offers a referral will play the role of matchmaker. If you've ever suffered through a dreary evening with your best friend's brother's roommate, you know where this is going.  

You probably learned a long time ago to keep your blind dates short, inexpensive and public. You didn't trust referrals -- you sought first-hand evidence. Similarly, when evaluating coaches, take their classes, read their books and articles, and sign up for introductory and short-term sessions. 

When a matchmaker is involved, beware!

First, anyone who sets you up on a date -- or recommends a resource -- can't predict how your chemistry will mesh. You can ask for life history data for dates ("Served time in jail?" "Holds a steady job?") and delivery systems for coaches ("Met deadlines?" "Showed up on time?" "No surprises on the bill?"   But that's only the beginning

Second, when you join a dating service, you're meeting others who chose to pay a fee. When one resource sets you up with another, ask if you're getting a friendly fix-up or if money is changing hands. Referral fees are more common than you would expect.

Recently a resume writer offered to "trade" referrals with me. She wanted a hefty percentage of all fees paid to me in this lifetime. At that point, she's running a matchmaking service, not helping her own clients find the best resource.  

You probably feel differently about a blind date recommended by your best friend and one arranged by a dating service. Think how you'd feel if you discovered your date had paid your friend a hefty fee for introductions -- and you hadn't! Get the numbers up front. 

Third, if you're being set up on a date, you want to know if you're being steered to the matchmaker's eldest daughter or youngest son. There may be a little bias at work.     

Amazingly, people refer clients to their friends, relatives and fellow dog-walkers. One consultant refers clients to a web designer -- his cousin -- but fails to disclose the relationship. Even when people are satisfied with the designer's services, they feel cheated when they learn about the relationship.

There's no reason to hide your buddies. I have a friend who's a superb graphic artist and I am happy to refer clients to her -- but I say, up front, she's a friend and I don't get a fee for referrals.

If you're like most of us, you suffer through some bad evenings and unfortunate business connections. By asking the right questions, you can avoid more in the future.




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Tripoint Ltd

By Anonymous

Tripoint began in Vehicle Hire Software with ProHire in 1996, UK, then purely a Windows based Auto Rental System for Car Van Truck and Trailer Hire companies, Vehicle Rental Software, Central Reservations and Fleet Management


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