What Are We Really Looking For?

Socrates

Listen to the Hiring Tip Here

Yes, what are we really looking for: someone to get the work done for awhile or someone we can count on to be with us for years to come?

For the positions with routine turnover, this question is fairly easy to answer.

But what about the key positions?

Has the hiring culture changed so much that even the key positions are experiencing routine turnover?

I know we touched on this subject in a couple of earlier tips, but I’d like to give another perspective here if I could.

When it comes to long term commitment, what do we feel we have the right to look for and require?

If we travel back into the past some, qualities such as loyalty and allegiance were sought after and sometimes demanded.

Now, when I say “back into the past,” I’m not referring to medieval times with nobles and serfs.

For the greater part of the 20th century, when we hired for key positions, there was often an agreement between the employer and the prospective employee — whether openly stated or not — that important positions required a healthy commitment in time. The further back you went, the more the concept of allegiance played a role.

But here we are, well into the 21st century, and what can we expect? What can we require?

Has the hiring landscape changed so much that now every position is subject to routine turnover?

I think, for many of us, the answer is yes.

If we’re looking for commitment and even loyalty, we realize these qualities are earned, not just given.

That seems fair, right? The prospective employee is checking you out while you are checking out the prospective employee.

Let’s say you’re hiring for a key position and you’ve got a very qualified candidate in front of you. The résumé, the background checks, their test scores and the hiring interviews all look great. Before you make that decision, it might be worth your while to have one more conversation.

Have a conversation about commitment. Find out what that means to your candidate. Does it have any importance to them? And you should ask about it both ways. How important is it that their new company show commitment to them? And how important do they see their side of that coin?

It’s possible this conversation could influence your final decision.



To see how our employee test can help you bring better people on board watch this three minute video.



If you have ever interviewed someone and later discovered a "different" person is working for you, check out our new book How To Hire The Right People.


When In Doubt, Ask More Questions

Curious Interviewer

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Have you asked an applicant a question and the answer seemed pretty clear, but not 100% clear?

Here’s an example:

“Michael, where do you see yourself with our company in 12 months?”

“Well, for the most part, I see myself doing great work and ideally moving into more responsible positions.”

Okay, good answer, right?

Well, maybe so, but there could be more to it. Consider asking this follow up:

“Thanks, Michael. Could you tell me what you mean by ‘for the most part’?”

“Oh, well, I meant that I hoped I’d be around for at least 12 months.”

And you may want to clarify that answer with:

“When you say ‘you hoped you’d be around for at least 12 months’ — what does that “hope” depend on? Something on our end? Or something on your end?”

Back to his original answer, you’ve simply detected some uncertainty. Maybe a little lack of determination with how he views his future with you.

We understand every applicant has the right to shop their talents before they land a new job and we understand they can be looking elsewhere while they’re working for you.

We understand that.

Some of us consider employee loyalty a critical factor when hiring; others not so much. And the position plays a role here too. For some positions, you want to see real determination from the applicant that this is THE job for him and he’ll fight to get it and keep it.

Besides loyalty, there are of course other key qualities you’re looking for in the hiring interview.

When you ask an applicant an important question, don’t pass over an incomplete answer. Keep asking away, keep digging until you’re satisfied.

Six weeks later when the new employee didn’t pan out — for whatever reason — you don’t want to have that thought pop up: “Oh, darn, I remember in the interview not really getting a full answer to that key question. Well, I guess I just found out the answer.”

Find out ahead of time. Dig, clarify, ask more questions.



To see how our employee test can help you bring better people on board watch this three minute video.



If you have ever interviewed someone and later discovered a "different" person is working for you, check out our new book How To Hire The Right People.


Goals, Goals, Goals — How Important Are They?

Employee Goals

Listen to the Hiring Tip Here

We all have goals.

We set goals for the next five minutes, for the next couple of hours, for the next few days and so on.

When I walk into my local Barnes and Nobles’ book store, my goal is to peruse through a couple of books I haven’t read yet while I savor a mocha Frappuccino.

When I start a new week of work, one goal I’m definitely pursuing is to produce more than I did the previous week.

To varying degrees, I think we all have these short term goals. They may not always be clear in our minds, but goals kind of move us along from one episode in life to the next.

Many of us have longer term goals. What do we want to be doing in one year? In five years? In twenty years?

Or we may express this as something we want to have. What do we want to have in a year’s time? In 5 or 20 years time? A really nice house. An expensive car. A family with wonderful kids.

Some of us set very long term goals that span a lifetime. Along this line are:

• I’d like to be remembered as someone who…

• I want my legacy to be…

So, short term goals, long term goals and all kinds of goals in between.

If it is important for you to know what your applicant’s goals are, here are a few questions you could ask:

“Mary, what are your goals for this interview?”

“Mary, if hired, what would be your goals for your first thirty days here?”

“From a work perspective, where do you see yourself in five years?”

“How long do you see yourself working with us?”

“Are you looking for a long term position with us, and, if so, how do you envision that working out?”

I’m sure you can come up with other questions.

You may find the person in front of you says he doesn’t have any goals other than to get hired, do a good job for someone, get paid and keep his options open for the future. Fair enough. And good to know.

Or the person may say she absolutely loves what you do, has had a burning desire to work for a company like yours and would love to make a career of it.

And of course everything in between.

Asking your applicant to discuss their goals with you is a legitimate way to find out more about them and whether they’ll be a good fit for your company.

But you may also find out their goals are not well established…now…but after six months working with you, they may become well established.

So, for me, it’s somewhat of a toss up. It’s good to delve into this area, but don’t make it a deal breaker.



To see how our employee test can help you bring better people on board watch this three minute video.



If you have ever interviewed someone and later discovered a "different" person is working for you, check out our new book How To Hire The Right People.


What About the Diamond In the Rough?

Diamond in the rough?

Listen to the Hiring Tip Here

Ed comes in to interview for an important position and you can’t believe it. He looks and acts like he doesn’t care whatsoever if he gets the job or not.

He’s wearing a T-Shirt and frayed jeans, his hair isn’t combed and you’re not sure, but you think that’s ketchup on his chin.

His greasy hand slides right out of the handshake and just when you’re wondering when he last had a shower, the first thing out of his mouth is “Whassup?”

You can probably guess where we’re going with this tip. Your first and overriding impulse is to thank him for coming in and then show him the door.

But what if…just what if this guy is a diamond in the rough? What if Ed is a fabulous producer, gets along great with others and could be a huge asset for you?

Yes, I realize that’s a pretty big “what if” — but, every blue moon someone like Ed might very well show up. Their poor appearance and lackluster attitude give you little to no reason to want to hire them.

But what if…

What if you have an inkling that the person in front of you — despite all appearances to the contrary — may be a great hire. What if you get this “sixth sense” about him?

If you get this inkling about someone you normally wouldn’t hire 99 out of 100 times, I have a suggestion for you. Look this person in the eyes and say:

“You know, Ed. I’m kind of put off by your entire presentation here. Your appearance and behavior communicate to me that getting this job isn’t important to you. So, let me ask you: with this many strikes against you, why should I hire you?”

And sit back and give Ed a shot at convincing you he’s your guy.

If his pitch is compelling, ask him to explain his appearance and behavior, providing, of course, he shares your awareness that both were seriously lacking.

All in all, if a candidate shows up disheveled and uninspired, it’s likely he won’t care too much when he’s ‘on the job.’

But that diamond in the rough may be out there and he may end up sitting across from you. If that happens and you want to be sure you’re not discarding a potential asset, then ask very direct questions along the lines of the above and you may be able to ferret out who Ed really is.



To see how our employee test can help you bring better people on board watch this three minute video.



If you have ever interviewed someone and later discovered a "different" person is working for you, check out our new book How To Hire The Right People.


To Go With Your “Gut” Or Not

Listen to the Hiring Tip Here

Yes, those who have read a bit of Shakespeare will recall his famous line: “To Be or Not To Be.”

And of course, here we’re referring to your “gut instincts” about someone you are interviewing. How much weight do you put on your gut instinct when making a hiring decision?

Our clients put it this way:

“Well, I do make decisions based on my gut instincts and most of the time it works out. I get just the person I’m looking for.

“However, there are times when I go with my gut and it was a fiasco.”

A couple of earlier tips discussed this fascinating phenomenon of making a decision based on your instincts.

My views now are the same as before. I would never discount your ability to make a hiring decision — or really any decision in life — based on your gut feeling or your intuition.

But I’m sure you also want to reduce the number of bad hires that sometimes result from this.

Our entire focus with hiring goes like this:

The more you know about someone BEFORE you hire them the better your hiring decision will be.

We help you do that with these four tools:

1) These Hiring Tips (subscribe to the newsletter)

2) The Hiring Tips podcast

3) The Hiring Tips book

3) Our employee testing service

Now that I’ve gotten that shameless plug out of the way, my advice is to do your best to find out as much as you can about a candidate before you make that hiring decision.

When you do that, you may find your gut instincts coming through for you more and more often.



To see how our employee test can help you bring better people on board watch this three minute video.



If you have ever interviewed someone and later discovered a "different" person is working for you, check out our new book How To Hire The Right People.


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