Due diligence leads to effective hiring

Jim Collins’ refers to team-building as getting “the right people on the bus”.  Tom Rath’s Strengths Finder 2.0 calls it playing to one’s strengths.  In the book First, Break All the Rules, Buckingham and Coffman state that managers should focus support efforts on achievers to bring out their best rather than exert futile effort on under-achievers.  The underlying theme of these management philosophies is that it is critical to have the right people in the right roles.

The hiring process is not only nerve-racking for job seekers, but also for hiring managers.  Managers are responsible at least for leading a team to deliver on specific tasks, and then some.  A great manager creates synergy within a team and within an organization.  Good team-building results in 1+1=2; great team-building in 1+1=3.  On the flip side, poor team-building results in 1+1<2.

Too many hiring decisions are based upon a cursory review of resumes, evaluation of referrals, and an interview.  Instead hiring should require as much due diligence as a capital investment, because hiring is an investment.  Following is a three phase hiring process that facilitates multiple formal and informal interactions with a candidate, allowing for an evaluation of consistent behaviour. 

Phase 1 – Informal interaction

·         After identifying candidates, call each unannounced to introduce yourself and explain the hiring process.  Schedule an informal icebreaker meeting on the call or via email.  (Evaluate how the candidate handles the call and communication skill).

·         Send an email, including an information sheet describing the organization, the team and the role in more candid details than the job posting.  The purpose of the hiring process is to find a great fit between the individual and the role, so there is no use sugar-coating the role any longer.

·         The icebreaker meeting is 30min, and can be held via telephone.  The objective is for both parties to ask clarifying and inspective questions to ensure expectations are clear.  The hiring manager asks clarifying questions related to the resume.  Avoid asking behavioural questions at this time as this is an informal discussion.  In addition, conduct a phase 1 skill assessment.  My roles are quantitative in nature so I provide an Excel forecasting exercise which requires a brief explanation.  For a technical role, I recommend a scripting exercise.  I allow candidates 24 hours to complete, although I recommend only one hour.

·         After evaluating the above interactions, filter the cohort for Phase 2.

Phase 2 – Formal interaction

·         Schedule a formal face-to-face interview with short-listed candidates.  The formal interview consists of a qualitative skill assessment, such as a case study, and is conducted with a peer or senior manager.  The case study should be appropriate for the level of the position.  In addition to the case study, conduct behavioural and situational interview questions.

·         Evaluate candidates based upon Phase 2

Phase 3 – Further interaction

·         If the decision is not yet obvious, arrange further interaction between the candidates and potential colleagues, other hiring managers or senior managers.  These meetings are informal in nature, an opportunity for trusted colleagues to interact with the candidate. 

 

Through this process a candidate displays various facets of their character and both quantitative and qualitative skills.  There is always risk in a hiring decision.  However, with this process the hiring manager gathers information and can mitigate the risk, increasing the likelihood of success.