Hire: Fit is It; and remember - they are choosing too

What do you do when you’re running late to work?

Call in and let them know

Sneak in through the back entrance

Show up and act like you have no idea that you’re late

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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

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.