Page 168 - Boost Your Hiring

154 Boost Your Hiring IQ

the process more objective is to assign a weight or percentage to the rel-
ative importance or value of certain tasks. These can be of value in
breaking a tie or when there’s a difference of opinion.
For example, if a team member does not think the candidate has
strong enough analytical problem-solving skills, assign a percentage to
analytical problem solving. Let’s say it equates with 50 percent of job
success. Since this is a high percentage, this perceived flaw should be dis-
cussed until everyone agrees whether or not this could be a problem
that could affect this person’s ability to perform on this job.

Rating the Candidates against
One Another
You have come to the point at which you have rated each candidate, and
you must now rate the candidates against one another, assuming you
have more than one candidate who appears to be a good fit for the job.
You will want to ask two basic questions:
1. Can he do the job?
2. Do we like her—will she fit in?

Can He Do the Job?
Because you’ve established the hiring criteria at the very beginning of
this process, you know the requirements and the qualifications that you
are seeking.
Below is an example of an exercise that can assist you in bringing
more objectivity to the hiring process. Of course, the final decision is al-
ways somewhat subjective, but this allows you to compare and contrast
the criteria and the qualifications of each candidate.

ANSWERS
List each requirement or qualification on the left hand side of a sheet of
paper. Next write the name of each candidate that you are considering
across the top of the page (writing it diagonally works best).
If you have decided to use a weight or a percentage as a deciding fac-
tor, then add that after each qualification on your rating sheet.
You will now rate each candidate for each requirement. After you’ve
completed the exercise, total the columns and see whether someone has
significantly more points that the others.