| 1> | | | | only do it occasionally, and it's not high on our priority |
| How you interview is important, whether | | | | list to get right and become an expert. |
| you’re interviewing for rising stars in the | | | | PLAY OFFENSE, NOT DEFENSE. |
| company or just good, solid citizens for particular | | | | We need to get good at hiring and interviewing to |
| positions. However, it’s not as simple as just | | | | move the company forward. When we hire |
| knowing what you’re looking for. You also | | | | effectively, we're playing offense, eliminating any |
| have to be able to hire effectively; that means to | | | | problems from ever occurring. Otherwise, with |
| know what you’re looking for and how to find | | | | ineffective or downright bad interviewing and hiring, |
| it. Last time we talked about how Jane and Bob | | | | we're constantly on the defense, dealing with |
| interview, whether they're interviewing for rising | | | | problems after the hire, which at the very least |
| stars in the company or just good, solid citizens for | | | | probably means more time spent in more interviewing |
| particular positions. However, it's not as simple as just | | | | and loss of productivity for the company. |
| knowing what you're looking for. You also have to be | | | | HOW CAN WE HIRE EFFECTIVELY? |
| able to hire effectively; that means to know what | | | | As we talked about in the previous issue, we need |
| you're looking for and how to find it. | | | | to make sure that we continually evaluate the |
| Wouldn't it be nice if it were easy? If everyone could | | | | organization and the changes and shifts that have |
| hire effectively and had perfect hiring matches? | | | | taken place. How do those changes and shifts affect |
| Company and new hire living happily ever after? | | | | hiring (and thus affect our interviewing)? If we don't |
| WE KNOW WHAT TO DO IN AN INTERVIEW, BUT | | | | properly evaluate, we may continue to hire what the |
| WE DON'T DO IT. | | | | organization needed five years ago, not what the |
| We've read the books and the articles on hiring, and | | | | organization needs now. |
| maybe we've even been through some training on | | | | FINAL THOUGHTS |
| how to hire effectively, how to interview, and how | | | | Maybe what you need is a hero to skydive in and fix |
| to select candidates. Yet we continue to make | | | | problems, but then there's probably not a long-term |
| blunders, some minor, and some affecting the | | | | career path for the hero. What if you saw this |
| company significantly. | | | | position for which you're hiring as a maximum of two |
| WHY?For some reason, we believe there is some | | | | years? How would you interview differently? What |
| magic formula for taking an artistic work and making | | | | would you ask the candidate? What would you tell |
| it a scientific assessment. While there are tools that | | | | the candidate?Before Jane and Bob get ready to |
| help us hire effectively and help us understand the | | | | interview, they really need to think about what the |
| characteristics of the position for which we're hiring | | | | company needs now (not what it needed five years |
| (just ask me about them), there really is no magic | | | | ago), and how that might affect the interviewing |
| formula.) We don't interview effectively because we | | | | process. |