By Todd Duncan

Most of the time, when you hire someone, you’ve done your homework. You checked references, and you possibly even reviewed the results of psychological testing. You also relied on the most direct evidence of all: You could look the new employee in the eye and say, Yes! This is the one.

But then . . . disaster struck. Round peg in a square hole. Suddenly, you were in trouble, and you asked yourself, How could this happen? You probably weren’t ready to shoulder the responsibility for the result, but you forced yourself to accept your poor decision. Did you know that two out of the three reasons employers hire the wrong person are the fault of the employer? If this has ever happened to you, and you do not want it to happen again, then it is time to close this employee gap.

If you want your organization to thrive, then you must master the process of selecting and hiring of the right people.

Tip 1: Know precisely who you are looking for.

Don’t just describe the scope of the position—identify the characteristics of the candidate.

Tip 2: Recruit people who are already successfully employed.

The people you really want, the best people, already have jobs. They are not perusing the Help Wanted ads.

Tip 3: Use triple interviews to get the real inner view.

Deploy the three meeting approach to hiring.

• Meeting #1: Ask questions that test for the five characteristics you are looking for.

Top organizations look for these characteristics: integrity and character, the right fit, energy, intelligence, and a proven and successful track record. Spend ninety percent of your time listening.

• Meeting #2: Spend equal time asking and listening.

• Meeting #3: Spend ninety percent of your time presenting the contract, salary, benefits, and training package. Then get them to buy-in.

 

Tip 4: Get them off to the right start.

The first days and weeks on the job set the stage for your new hire’s entire career with you. Take the time to introduce them to their teammates. Allocate time to train them in your company’s culture and procedures and their job tasks—never assume they can “hit the street running.”

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