Hire: Fit is It; and remember - they are choosing too
By Bev Kaye
Get the right people in the door in the first place and you will
increase the odds of keeping them. As a manager, you have the
clearest sense of the "right fit" for you and your team.
Seems logical, doesn't it? Yet some managers see the
selection process as a less-important part of their jobs.
They spend little time identifying the critical success factors for
a position, preparing for and conducting thorough interviews,
evaluating and comparing the candidates and selling the job and the
organization. Many even turn over much of the hiring process to
human resources instead of accepting and playing out their critical
role in it.
What is Fit?
By "right fit" we mean a person whose skills - technical and
interpersonal - and interests match the requirements of the
position at hand and who's core values are consistent with the
values of the organization. You need to do your homework and,
in turn, be clear about your wants and needs.
Prepare behaviorally based interview questions about candidates'
past experiences and be consistent by asking them of all
candidates. Use appropriate testing and assessment tools as
part of the decision-making process and involve multiple
interviewers to get diverse perspectives about each candidate.
They are Choosing Too
Particularly in this
ultra-tight labor market, your best candidates are well prepared
and choosing among a multitude of opportunities. Imagine them
arriving at the interview with a mental or even written-out grid
that looks like this (see fig. 1). This grid helps candidates to
ask you questions and evaluate opportunities objectively. Think
about what people typically look for in a job today and be prepared
to sell your organization and position on those factors.
Fig. 1
| My Wants/Needs (candidate) | Your organization | Your competitor |
| Compensation/perks Meaningful/challenging work Great team Location Training and development Autonomy Good boss |
To Do – Sell the Job
Be prepared to sell your position, team, and organization by
addressing the key issues raised by each candidate.
Think carefully about what you and your team can offer and be ready
to give specific examples. For example, if you are offering a
great team environment and camaraderie, demonstrate that by having
all team members meet and briefly talk with your top
candidates.
Think about your team or organizational "wow" factors – those
things that differentiate you from all others. It might be
your cutting-edge technology, ultra-creative environment or
fun-filled atmosphere.
Don't oversell. Painting a picture that's too rosy, if not
unrealistic, can backfire if your new recruits learn that you were
exaggerating or being untruthful.
Fit Is It when it comes to hiring. If you get the right
people in the right roles on your team and for your organization,
you will absolutely increase the odds of retaining them in the
future.
