Let’s See What You Can Do!

Hiring Show and Tell
Listen to the Hiring Tip Here

This tip is similar to an earlier one, but I wanted to give it a different spin here.

Let’s give your applicant a very specific assignment and have him carry it out as part of the hiring interview.

A few examples:

Have a customer service candidate review how customers are handled from pre-sale all the way through to fulfillment and follow-up and have the candidate write up how this could be improved.

If someone is applying for the collections position, do a bit of role playing. Have the candidate go down the list and attempt to collect the amounts from you.

Sales is another great position for role playing. Describe a few different selling scenarios and have the candidate take you from start to finish of the sales process.

For some of these, you could even include a time element, say 30 or 60 minutes.

A smiling candidate with a well-rounded résumé is a good start. A candidate who performs right in front of you will take you considerably closer to hiring the right person.



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.


How Much Homework Are They Willing To Do?

Homework

Listen to the Hiring Tip Here

Before someone comes in for an interview, let’s see how much “homework” they’re willing to do.

The first thing would be to is ask them to look over your company’s web site.

If your company sells a product, ask the person to come to the interview with some ideas on how to sell the product. Whether you’re hiring for a sales position or not, you simply want to know if they’re willing to dig in a little at your web site and show a bit of creativity.

If your company provides a service, you could ask the applicant to look over your site and suggest a couple of ways the service could be improved.

I heard of an author who was looking for someone to market her book, so she asked applicants to come to the interview with their ideas on how her book could be better marketed.

You could even ask your applicants to look over your company’s web site and make a couple of suggestions on how the web site itself could be improved.

Regardless of the position you need filling, asking your applicants to do a bit of homework is a great way to see them in action and to see how much they care about their first contact with you.



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.


Going With Your Gut Instinct?

Definition of Instinct

Listen to the Hiring Tip Here

Two earlier Hiring Tips discussed making a hiring decision primarily on your gut instinct. Here are the links to those tips:

The Hiring Pie

Hire Slow, Fire Fast

Let’s expand some on the “gut instinct hire.”

For some of us, we have candidates that just click with us. No need to spend too much time verifying the résumé and the interview can be quick and to the point. Why? Because our gut tells us this is a great hire. The future looks bright.

Maybe you put this candidate through a battery of employee tests, maybe you didn’t.

I recall a client — let’s call him Harry as that was his name — and Harry was in love with a candidate for a key position in his company. However the Aptitude Test score for this candidate was abysmal. The score indicated the person would have serious difficulties following instructions.

Harry called to discuss this with me and, after I went over the pros and cons with him, he got off the phone and I wasn’t sure which way he was going to go.

A couple of days later, another set of tests came in from Harry’s company. These tests, especially the Aptitude Test, were in much better shape. Harry calls and tells me he’s even more in love with this candidate. I go over the results with him and he’s happy as a clam (I just googled where that expression came from and apparently a clam can give the appearance of smiling. Who knew?)

Anyway, I ask Harry, “if you were not using our testing service, you would’ve pulled the trigger on the previous candidate, wouldn’t you have?”

Yes, I realize that was a shameless plug!

Harry says, “I sure would have. But it’s more interesting than that, Stan. I ran into that person’s previous employer and all he would talk about was his problems with following directions.”

So, if Harry had gone with his gut, he likely would have had some real problems with this employee.

Let’s say your gut tells you to hire Jane. Your gut is screaming out at you to hire her.

Well, go ahead. Hire her. But make it conditional. Set up a “probational” time period of 30 or 60 days or whatever time period works for both of you. Make that very clear to Jane and ensure you have a contract that spells that out for both parties.

I wrote an earlier tip on conditional hires that you can look over.

The main thing here is hiring on your gut instinct can be a great success for you. It could also be an expensive failure. A conditional hire will give you considerable flexibility while you hone your gut instincts.



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 All Else Fails…

perplexed business owner

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I read a quote today from Kevin Ryan, the CEO of Double-Click, a successful online company:

“I used to think business was 50 percent having the right people. Now I think it’s 80 percent. The best way to be productive is to have a great team. So I spend more time than most CEOs on human resources.”

Kevin is making a point that many CEOs and business owners overlook in today’s hectic and competitive business word.

Getting THE RIGHT PEOPLE into the key positions in your company may very well accomplish more for your bottom line than any other single action.

Yes, you need to consider marketing, sales, accounting, legal. You need customer service and you need to deliver a good enough product or service so that customers return and ideally refer others to you.

I realize I’m preaching to the choir here. You wouldn’t be reading this tip if you weren’t interested in improving the quality of your hires.

But I do have a purpose in mind here.

How do you really view hiring for your company?

Is it (just) one of those necessary parts of doing business?

Or is it an absolutely vital component to achieving your business goals.

Is it something you give adequate time and attention to?

Or do you have a burning desire to find the right people and you’ll do whatever it takes to locate them?

We’ve all had wins and losses when it comes to hiring. Sometimes those losses accumulate and cause us to be less committed to finding the right people.

We may go through the motions. We may ask all of the right questions in the interview. We may use testing to further determine their capabilities.

In the end, though, when you’ve got the right people, isn’t life in the fast lane SO MUCH easier?

Well, no need to answer that out loud. Of course, you could click here to send me a fast reply on Twitter.

Okay, let’s wrap this up. This tip was written to remind you of what’s at stake when a position needs to be filled.

So, when all else fails, gather up every ounce of resolve you’ve got and get the right person.



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.


Are You Doing Just One Interview?

hiring the right person

Listen to the Hiring Tip Here

You’ve done a bit of pre-screening with Alice, and now you’re ready to sit down and do your key interview with her.

During the interview, you’re going to dig in some on Alice’s résumé.

You’re going to ask her a variety of questions that you hope will give you an idea of how she will perform.

You’ve also administered our three tests: The Personnel Potential Analysis Test, the IQ Test and the Aptitude Test. And she’s tested out pretty well.

So, you’ve got enough information to make a decision, right?

Well, you certainly may.

But I have a few questions I’d like to ask you here:

How certain are you that she’s going to do the job that you expect her to do?

Do you have any doubts about how she’s going to get along with your existing staff?

Will she fit in with your company culture?

Basically I’m asking you if you’re really certain you’ve got the right person.

Because if you have any lingering doubts, NOW is the time to do something about them, not several weeks or months down the road.

So, if you’re not quite there with a solid decision, do a second interview with Alice. And a third if necessary.

Have a trusted staff member do the second interview with Alice and get a different perspective on her. After that interview, share notes with your trusted staff member and see what new information has come up.

Yes, I realize that you can be incredibly thorough in every facet of the hiring process and still hire someone who doesn’t work out.

And I also realize some of us just need to get someone in there as soon as possible, that the unfilled position is causing all kinds of problems. Or the position is currently held by someone who is bringing more harm than benefit to the company.

I do understand that sometimes speed is of the essence.

My basic statement here is this:

If the position is important, then it’s important to take the time to get it right. If that means doing multiple interviews, then so be it.

How many times have you hired the wrong person and spent all kinds of time dealing with that plus going through the process again of finding the right person?

No need to answer that.



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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