Thursday, January 29, 2009

Great resume, great interview, bad performer

What to do and who to blame?

First, take a look at the job description and requirements you used. You had some, right? Were the position and the expectations properly defined? Were the expected behaviors and required skills accurate? Did the new hire actually have them, or did you take a hunch one someone who "felt" like they could do the job?

If you answered "No" to any of the above, then you (or the company) are at least half to blame.

Your goal is to hire the right employee. Their goal is to get hired. You have to weed out the bad (or improperly fitting) candidates.

How to fix this?

  • Learn how to interview.
Don't just go through their resume to learn loosely about their job experience. Ask pointed and difficult questions. "What was the budget on that project? Did it finish on time or under budget? Why not? How do you handle a challenging client?" Never ask leading questions, such as if you are in a small company looking to hire, "Do you like working for a small company?" Obviously they'll answer that with an emphatic yes.

Part of the above requires a commitment to training.
"Woh woh woh, that requires . . . money."
Yes. And remember how your company's "core values" and "mission statement" talk about how important your people are to you? Well unless that's total BS, then you need to make hiring a priority along with the money to make it happen. Bad hires = bad employees. It's simple math.
  • Have a post interview review session
You need more than one person to interview the potential new hire, and they need to discuss the results after they interview the person. Ideally, they would plan out their discussions ahead of time. One person may do the behavioral interview, the other may do the more detailed work experience interview.
  • Use a resume review checklist
A what? This is a guide that is used as a standard for reviewing a resume, that you tailor to the specific requirements of the position. You should always include education and years of experience, but with a specific approach to trading between these two. Will you *only* take an MBA? Even if they have no relevant experience? How about someone with 20+ years of killer experience instead? I know which one I'd pick.

Specific skills? Make sure you assess these.
  • Learn what a behavioral interview really is
Sadly, in today's business world where anyone thinks they can interview (and are even good) thinks they know what a "behavioral interview" is. It is not an informal 30 minute conversation. It is not a brief discussion of their work experience. It is not chit-chat to see if the person is pleasant. It is not your gut feeling about them as a person.

What it IS, is an interview focused on assessing their workplace behaviors. You want to learn about how they behave in certain circumstances. How they react to a crisis, what steps they follow, analysis techniques. Etc.



Resume from - http://www.lifeclever.com/
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