Quality Interviews Lead to Quality Hires
Do you believe that good things don’t always come easy? Have you heard the saying “Easy in, easy out?” Have you also heard the saying, “hire slow, fire fast?”
These aren’t just little quips, these are important concepts in conducting an effective interview process.
What steps have you taken to ensure you have an adequately structured interview process so that you can suss out the best candidates?
The best candidates for your business are qualified, have the proper mindset, and genuinely want to be a part of your business, for whatever reasons that may entail.
None of this is new information. However, if you don’t feel like everyone on your team(s) is contributing significantly in their respective roles, then you may have some deficiencies in your interview process.
Here are some quick pointers to enhance your interview process:
- Be rigid. Don’t short cut the process, ever! It’s all the subtle details within the process that matter. You can condense the time frame but you’ll regret condensing the process.
- Set the stage. The interview process should consist of 3-4 stages with a specific focus for each stage. The stages within the process go a long way for building trust and rapport between both sides. You’re not likely to marry someone on the first date so don’t try to hire a candidate in one interview.
- Evaluate the small things. At a glance, many people are qualified (or so they can tell a good story). Make sure you’re looking for the winning attributes already exemplified by successful team members currently in your organization. The smallest things can often tell the most about a person.
- Look for the add. While fit is always important, so is evaluating what traits someone can add to your organization or role that don’t currently exist.
- Create commitment. This already happens with the stages. Add pieces to your process that require some “skin in the game” from the candidate such as an assessment, a deliverable, trial day, etc. Remember, easy in, easy out.
- Be interviewed. At least 25% of the interview process should consist of opportunities where the candidate is interviewing the company, not the other way around. If they don’t ask genuine questions, then you’re just the next job.
- Be certain. If at the end of the process the answer is not a “Hell Yes,” then it’s a “Hell No!” Nuff said.
- Fit the Process. An internship role shouldn’t have the same process as the Director of Operations. Match the process and the requirements to the level of responsibility for the role.
- Be Human. While it’s good to ask questions whether the answers can’t be easily guessed, it’s important to not try to trick or manipulate. No one is perfect, so remember you are setting up what is hopefully a long lasting relationship, even if you don’t hire that person. A candidate that has a good interview experience, regardless of the outcome, can become a fan of your business.
- Involve Others. It is critical to get other team members involved in the process. This not only builds more assurance in the final decision but also builds credibility and trust within your team.
Having a well thought out and deliberate interview process with a high bar for entry is hands down the most effective thing you can do to improve your business. Anything less will diminish your product, service or culture.
