Having a good recruiting ad and finding good people is just the beginning of the process. The interview process comes next. What we traditionally do in our industry is, we either meet potential hires or salespeople at a bar, have a phone conversation, or we just bring them into the office and ask them some random questions to get to know them a little. From there, we make a decision usually based on our gut feeling. A much better way of interviewing ideal candidates for your business is to have a very defined interview process. Have a list of questions that pertain to the exact position that you are trying to fill and clear an idea of the abilities required.
Before you even set up an interview, ideally, you would want to request each candidate to submit a resume for you to review. Unfortunately, in the contracting world, there is a number of applicants who may not have resumes. You do not want to completely limit your applicant pool with the resume requirement. Some quality workers aren’t necessarily savvy enough to create resumes. When they do have a resume, it proves that the have a work history and the ability to operate a computer. It also indicates that the candidate has enough intelligence and experience to create an attractive resume and that they value the position enough to present you with one.
Regardless of resume, you still want them to fill out a job application and they go through a standardized process. Next, you want to do a small interview structured in such a way that you can try to notice if there are any red flags that would eliminate this person from any further meetings.
Once you have done your initial conversation call with the applicant, it is important to conduct an interview. The interview should be scheduled at a specified time and begin promptly on time. It is very important that you start the process off correctly; doing so establishes expectations of professionalism. If, for instance, the interviewee arrives at the appointed time and you make them wait 15 to 20 minutes before beginning the interview, that is automatically setting the precedent that you are an unorganized owner or an unorganized manager. If, on the other hand, the person arrives 10 to 15 minutes early, you start right on the dot and handle it very professionally, the tone will be set for what should be a good employee relationship for many years to come.
During this interview, you want to have an agenda and have prepared a list of questions to ask. That list can be as short as a few questions, too many questions depending on the position you are filling. If you are just hiring someone to answer your phones, You are probably going to have a shorter list. Naturally, if you are hiring your new CEO or a new CFO for your company, your list of questions should be extensive. You can put your list of questions in a formal that essentially allows you to grade them on the answers of each of the questions you ask.
Portions of this content was sourced and/or published in:
- Randy J. Brothers, Start It, Build It, Grow It