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No matter how many candidates you interview or assessments and personality tests you administer there is always risk involved with the hiring process. Someone who thrives in one environment may not excel in yours. There may be items out of your control — remember 2020? To bring your team to the next level and grow, the ability to take on measured risk is vital.
Here are some questions to ask to help you feel more comfortable and confident before starting the hiring process:
What is the actual need you have?
Many times, hiring managers start with a healthy wish list that does not align with what is available in the market (or the salary offered). The interview process becomes lengthy, the interview team gets frustrated, and the process continues getting delayed.
- What are the top 3 things needed to succeed in the role?
- Are there any requirements you have included that may keep you from finding the most suitable person in the market (i.e., is a bachelor’s degree necessary)? Do you really need 8 years of experience, or could you decide based on the size and scope of projects completed?
- Are there any requirements that are hard to define or may show bias (i.e., What does good communication look like, what is a cultural fit)?
Is there another way to accomplish this need in the short term?
In my opinion, there is a lack of creativity in the hiring process and, more importantly, in looking at internal teams. As managers, we sell candidates/direct reports on the vision of what is possible, but sometimes we are hesitant to give those same people the opportunities needed to grow.
- Is there someone internally that is being underutilized that can take on additional work?
- Would bringing in a contractor with niche skills help fulfill this short-term need? Could they help train your junior team members? And if so, do you have the budget?
- Have you looked at the different options such as internal promotion, skills training, consulting, or contracting?
What will you lose by not hiring for this role?
In the Staffing Industry, we find this is a key driver in hiring success. If you do not have a true pain point, it is unlikely the hiring process will result in an actual hire. When roles are opened just in case “the right person comes along,” they do not get filled because hiring isn’t a priority. This can be demoralizing internally. When the team sees interviews happening but no hires being made it creates a belief that 1) no one wants to work at your company or 2) there is no good talent in the market. These are two very limiting beliefs that hurt future growth.
- Will it drive internal turnover because your team is overworked?
- Will you miss your implementation deadline?
- Does it impact your future growth?
Do you have the right interview team?
While the market continues to shift towards an Employer’s Market, candidates have a choice of where they work. If your team is not trained in interviewing skills, selling your company/team vision, and properly assessing candidates, you will miss out on great talent.
- Have you articulated your vision for the role, and shared it with your team?
- Has everyone completed basic interview training, so they understand what they can and cannot ask legally?
- Have you communicated the criteria you are looking for? If you see someone on the team being rigid, how will you address it?
- How will you debrief and provide next steps?
What processes are you putting in place to make sure you make an effective decision?
Some candidates are great interviewers but end up not being as effective in their positions. Some candidates can interview poorly due to nerves but end up being amazing in their roles. In a time where teams are still making decisions based on their “gut feeling”, it is important to put some rigor behind your process. You should be flexible (learn as you go), but consistent in the interview process.
- Is a skills assessment necessary? If so, when will it be administered? Is there a case where a bad score wouldn’t matter?
- If you use a personality test, how will you use it? Coaching once hired, deciding where they fit in, or deciding if they are not the right fit?
- What criteria/rubric will you ask your team to adhere to?
What is the expected training time for this role?
Wait, weren’t these questions about being confident in hiring someone? Yes, one of the most important items to the person you hire is how will the transition go. Even the most independent self-starters need training and expect that you can share your plan to help them succeed.
- Who will be involved with the onboarding?
- Who can you assign as a mentor?
- Will there be onsite training? Or some travel? (If so, this needs to be shared from the first interview conversation)
Are there common obstacles in your onboarding (i.e., laptops arriving late, start dates being changed, slow system access)? If so, set expectations.
While I could write a book on the items to keep in mind for the hiring process, I hope this has provided some helpful questions to think about. No matter how many hires you have made, it is always good to explore your process and examine if you have clear answers.
Photo by Edmond Dantès
