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“Less than” Equals Not Interested

by | Nov 25, 2011 | Employee Hiring, Selecting Good Candidates

A client of mine and I were interviewing a few weeks ago, and a very bright, savvy woman began telling us how this job was “beneath” her.  She mentioned “This job is obviously less than my skill set.” Then, though the job ad clearly stated the salary range, she asked for a 20-30% increase. The salary conversation wasn’t what lost her the job however. My client would have gladly negotiated the money if she had been the right candidate.
What I find in my work as an interviewer is that candidates who really don’t want the job that you are offering will spend lots of time and energy focused on money. For the candidate that really wants the job, money is hardly ever the top priority, especially when the salary is clearly stated up front.

When this very talented woman finds the job that she really wants, she will be dynamic- no doubt, and money won’t be an issue for either side.

Colin Powell’s Selection Advice

by | Nov 11, 2011 | Employee Hiring, Interview Techniques, Selecting Good Candidates

“Powell’s Rules for Picking People” – Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego and the drive to get things done.”

In theory, this sounds like amazing advice. Focus on the person’s attributes as opposed to their experience and you will find a great employee. But in practice, how can you tell in a 15 minute interview if a person has integrity? This is the age old question that keeps great leaders up at night, worrying that they may not have selected the right people. In a well defined strategic interview, integrity, drive and loyalty are fairly easy to spot. Here are 4 ways to determine if a person has integrity, defined as “Doing what you say you are going to do, when you say you are going to do it.”

Following the directions set forth in the ad. If you ask for a cover letter, a resume and the job title in the subject line, then only interview those who followed all of the directions. If they don’t follow directions in the interview process, they won’t do it once they have direct deposit. The stakes aren’t nearly as high once they get the job.

Meeting Deadlines. An interview is not only the opportunity for a candidate to shine, but it is also a deadline that you can use to measure integrity. Did they show up on time? Are they prepared? Did they do research on the company? If not, then the chances of them being prepared once they get the job are obvious. Again, the stakes aren’t nearly as high, once they get the job.

Homework Assignments. I was in a position one time where a client of mine really wanted to hire a person that I didn’t want him to hire. We agreed to give this candidate a homework assignment and a third interview to see how well she performed. She blew it. Her assignment had spelling errors, grammar errors, wrinkled paper, and wrong information. Her energy level was low at the third interview, and she had little enthusiasm for the task at hand. She clearly didn’t want the job.

Follow Up. I am truly surprised at how rare it is for me to hear a candidate say “I really want this job. What do I have to do to get it?” A simple thank you email works really well to determine a person’s drive and desire for a position. With all of the information out there about how to WOW hiring managers, many people simply don’t, especially for a position that is not a good fit on some level. Do not ignore the signs that a candidate doesn’t want the job, even if they are perfectly qualified.

At A-list Interviews, our entire Response Analysis System is specifically designed to screen candidates based on integrity with 91% retention rate after a year. Colin Powell is on to something. Let us teach you what it is.

The “Winker”

by | Nov 10, 2011 | Interview Process, Selecting Good Candidates

Last summer, I was knee deep in the interviewing process for one of my clients. We had been through several candidates looking for the perfect A-list player for their team. The last interview of the day looked incredibly promising! The woman who sat across form us was qualified, both technically and culturally. As the candidate began asking her questions, she leaned over and winked at my client!

In my line of work as an interviewer, I see way more sexual inappropriateness from women than I do from men. If you as the employer are uncomfortable in the interview, then you will really be uncomfortable when they are on your payroll, no matter how “qualified” they are.

The Friends and Family Plan

by | Nov 9, 2011 | Selecting Good Candidates

When entrepreneurs first begin their businesses, they often rely on what I call “The Friends & Family Plan”. One client even confessed that he used to get on the phone and call his friends to find out who needs a job and determine how quickly they could start. While he readily admitted that this process was ineffective, he simply did not know how else to hire.

As the business begins to grow, it is critical to evolve out of the thinking that just because you know an individual, does not mean that they will work well with you or your company. While the modicum of trust may ease your mind temporarily, this path often leads to a mis-hire, decreased productivity and a destroyed friendship.

Learning and practicing a well defined interview process in lieu of a friends and family call will contribute to your bottom line and save a few relationships along the way.

This is an Interview for Pete’s Sake!

by | Nov 4, 2011 | Adventures in Interviewing, Selecting Good Candidates

I recently interviewed a candidate who sat across from me with his seat pushed back from the table and a foot on the seat of the chair. During the interview, he told me that his current boss was “annoying, but it is probably because I slept with her.”

The inappropriate disclosure of his sexual activities coupled with overly casual body language was enough to tell me he was not our guy. Don’t underestimate what body language can tell you.

T.M.I.

by | Nov 4, 2011 | Adventures in Interviewing, Employee Hiring

I interviewed a candidate that disclosed to us that the current boss is going through a bankruptcy. The candidate supplied us with his prior employers name, address and telephone number. While this seemed rather inappropriate, an even bigger offense is the fact that the candidate worked in a financial industry and had licenses which prevented him by law from disclosing someone else’s financial situation.

When I pointed this out, my client said “So we can’t trust that this candidate won’t talk about our clients’ financial situations.” My client is right. Disparaging a former boss or co-worker is a red flag in any interview process, no matter what industry or position. Discussing information that is protected by law is not only illegal; it is also unethical.