Today we’re going to talk about how to create an unbelievable hiring process. I’ve had a lot of conversations over the last few years about the best, most efficient, simplest way to hire. So I came up with just a few little tidbits on this topic, split up into three different areas:
1. Recruitment. As we look at recruitment, it’s really important to have clarity on who you want to hire and what position they’re going to fill. To do this, you can create job descriptions or something called the “job score card.” We won’t be going into detail on those, but in a nutshell you must identify the characteristics, skillsets, and qualities that you want in the person you’re looking to hire.
Next, you want to think about where you are going to find that person. What avenues will you utilize? You must put yourself in a position to eventually interview multiple people that fit the criteria. You might look within your existing network, online, or through job ads. Come up with the top 3-5 ways that you’ll be using to find and recruit the right person. It’s important to analyze how much time each method will take, as well as what the financial investment might be.
For example, if you send an email out to your existing network, how long is it going to take for you to write it? If you’re putting up an ad, how much will that cost? How much time will you spend to look for someone in a networking event?
Next, we compile the criteria that need to be set up when you’re recruiting. This is to eliminate bad fits. So if you put an advertisement out there, or you send a notice to your network, include some base qualifications or a test that applicants must pass in order to get an interview. Otherwise, you may get flooded with applicants who are not qualified. Figuring out a few ways to eliminate these unqualified candidates will help you free up a lot of time. Finally, once you do get a qualified applicant, follow up immediately. If you let applicants fall through the cracks, they may end up finding positions elsewhere rather quickly.
2. Interview. There’s a lot written about interviewing already, but one thing I want to encourage is to always share with the candidate your company’s core values and culture. Remember, you’re not only interviewing for skillset, but also for how well they fit into your company. That’s extremely important. I recommend using profile tools such as DISC or Myers-Briggs for additional reference. You shouldn’t base your decisions entirely on these tests, but they’re very helpful as a supplemental benchmark.
Also, you’ve got to have reference checks. Some people don’t believe in them, but they’re crucial to choosing the best candidate for your position.
3. Decision. This is the final step. Now, in terms of making a decision, definitely think hard about it and discuss it with your colleagues if necessary. But don’t wait too long, because again, these candidates are looking to find a job or start a career as soon as possible. If you wait too long, you might lose them.
Also, before you make a decision, you can implement an on-the-job trial run just to make sure it’s a good fit before the official hire. Normally this trial period lasts 90 days, which is more than enough time to gauge if the candidate will work out for you or not.
That’s it. This post is not meant to talk about the actual onboarding or training process. I just wanted to go over recruitment, interview and decision. So go out and follow the process. Make it happen and have fun doing it today.
