How to be Sure You’re Hiring the Right Candidate
The entry-level job market keeps getting tougher, mainly because the competition is stiffer. There are more candidates out there who meet the qualifications for the entry-level jobs employers are posting; however, there’s more to hiring the right person than just finding someone who can perform the tasks at hand.
When looking for an employee to fill a certain position, an employer should first ask himself what he wants in an employee. Is someone productive but not very outgoing preferable to someone who is less productive but gets along well with others? NOTE: It’s always important to find someone who will get along well with other employees, but this can be done by a quiet, reserved employee as well as by someone who is more of a social butterfly. Perhaps it’s important to have someone who is productive and sociable in equal measure. Once the decision is made, it’s time to go on to the next step – identifying the company’s specific need and advertising the position.
When posting job descriptions, make them as comprehensive as possible. Be straightforward about the job requirements. Don’t allow desperation to set in. It’s like shopping when hungry. Judgment gets clouded because work is piling up and employees are complaining about the increased work load. If necessary – and practicable – hire a temp to pick up the slack on mundane tasks like filing, photocopying, light typing, etc., while regular employees divide more important jobs among themselves until a suitable candidate is hired.
Be sure to offer a competitive salary. Research the trends within your company for entry-level jobs of equal status and responsibility, and find out what other employers are paying for comparable positions. After going through the resumes of interested candidates and separating out the ones who appear to be the best fit, start setting up interviews.
During the interview, avoid asking questions that will only reveal the full extent of the candidate’s qualifications; try asking questions that will reveal personality as well, like, What would you do if you had an 8 a.m. meeting and you knew you wouldn’t make it to work on time? The answer to such a question can give a clue to a candidate’s work ethic and maybe even his overall attitude toward work.
Try to be objective. Don’t let things like sexual orientation get in the way of hiring someone who could be just the right fit for the company. Remember the case of David Schroer in 2005: He had a job offer as a terrorism analyst retracted when his future employer, the Library of Congress, discovered that Schroer had begun the first of a series of operations to change his gender to female. Try to keep in mind that if the candidate’s personal life choices won’t hinder his ability to do the job, then those choices should not be considered when deciding whether or not to offer the candidate the job.
Once the right candidate has been chosen, it’s time to start selling the company to the candidate. Health benefits, 401(k) plans, and profit sharing are always good places to start. Flex time is another great selling point because it’s in keeping with the Gen Y need for a work/life balance. Some companies have on-site day care centers and work-out gyms. Company gatherings that welcome families should be mentioned if a candidate appears to be wearing a wedding band. It’s illegal to ask, and even if the candidate is single, she may have intentions of marrying in the future, so it still doesn’t hurt to mention these kinds of perks. The company tour is also important because it gives the candidate a feel for her future work environment.
It’s never easy to know for sure if the right candidate has been chosen until he starts working and begins to interact with other employees. But careful planning and preparation can increase the odds of hitting the bullseye.
