Page 156 - Becoming a Successful Manager

Hiring the Right People 147

problem that you encountered in your department and ask appli-
cants how they would handle it. Be sure to develop a dialogue;
don’t simply invite applicants to deliver a long speech, since they
might be unsure of what kind of information you want. Don’t
ask applicants to envision a scenario that is so general and open-
ended that they don’t even know where to begin. Applicants
are typically so nervous that this kind of conversational obfus-
cation could leave them disconcerted and leave you without
answers.

Every Step Counts

To put you on solid footing before you must set out on an employee
search, this fi nal section recaps the important elements of the hir-
ing process. First, be sure you know the exact skills required for
the position. If you’re thorough in your evaluation of the neces-
sary skills and traits, you will be able to quickly conclude if can-
didates are likely to possess these skills, both from their résumés
and during the interviews. If you don’t know exactly what you
want, you won’t know if the candidate has it. Request the input
and perspective of employees who hold or have held a similar
position. Various points of view will assist you in developing a
targeted job description.
When screening and interviewing prospective employees, con-
centrate on the ready, willing, and able items. Settling in to an easy
and engaging conversation could distract you from your mission,
which is to glean information pertinent to the candidate’s ability
to do the job and to do it well. Review the chapters on listening
and asking questions before you hold interviews. By taking time
and care to prepare, you avoid the high costs of a bad hire and the
revolving door of employees.