How to hire right-fit employees
In this article, we will discuss the second step in the process of developing a talent management organization: right-fit hiring. Once you have attracted people who are the right fit for your culture, you must select those who have the ability to most competently deliver on the tasks required.
According to Entrepreneur.com, “One of the biggest challenges for companies is hiring the right candidates for their jobs and their culture. The reason is that most managers have not been trained in the art and science of hiring human beings.” They cite the most common reasons for hiring wrong-fit employees as:
- Hiring decisions are based on personal preference.
- Managers may hire people because they like the way they look, smile, dress, act or speak.
- A very common trend is for managers to hire someone that they perceive to be like them or like someone they know and like.
- The candidate may be good at one or two aspects of the job and the hiring manager eagerly assumes or hopes that the candidate will be good at other aspects or they may hope that the candidate can learn other aspects.
- The interviewer takes the candidate’s word that they have the experience and skills to do the job or the resume is used as a tool to determine the candidate’s worthiness and skills.
- There is a tendency to hire a moderately qualified person because the manager needs someone now.
Here are some key methods for avoiding biases and making successful hiring decisions:
- 1. Identify the key “factors” - also referred to as knowledge, skills and abilities (KSAs) - that the ideal candidate must possess to successfully perform the job. Once you have identified the KSAs, ensure that they are incorporated into the job description.
About job descriptions:
- First you must have them. When consulting for companies who have asked us to help them with their hiring process, we often find that they do not have job descriptions or they have generic descriptions used for several lines of businesses.
- It is critical that the job descriptions not only clearly state the KSAs necessary to qualify for a position, but also that they clearly state expected behaviors. Remember that it is not only about the candidate’s ability to perform the task, but also about his or her ability to fit into the culture of the organization.
- 2. Ask specific and measurable questions that will be asked of all candidates and that will clearly and behaviorally demonstrate that they have the KSAs to perform the job. While the candidate is responding to this type of question, the interviewer can observe how well the candidate analyzes situations, how rationally or logically the situation is presented, and how well they will fit into the organization.
Tips for designing and utilizing an interviewing process that is specific and measurable:
- Ask relevant general questions that will assist you in determining if the candidate is a right fit for your culture.
- Identify the behavior(s) and/or skills that are necessary for the potential employee to demonstrate.
- Ask behavioral-based and situational-based questions.
- Identify the ideal answer for each question.
- Use a rating system that enables the manager to make an objective decision regarding right-fit candidates, measuring the candidates answer against the ideal answer.
Possible general questions:
- What is your understanding of the responsibilities of this position?
- Why do you want to work here?
- What does “teamwork” mean to you?
- What skills and experience do you bring to the job that other candidates might not offer?
Possible behavior-based questions - open-ended questions designed to assess behavioral traits and tendencies of the candidate:
- Give me an example of when you lost your patience with a customer, vendor or co-worker. What happened?
- Tell me about a time when you followed organizational policy and procedures, even when you thought your own idea was better.
- Tell me about a time when you made a serious error on the job. What were the circumstances and what did you do?
- What have you done to support your co-workers on your last job?
Possible situation-based questions - scenario questions stating a specific situation designed to assess the candidate’s likely response in a similar situation:
- Your scheduled shift is over in 10 minutes when the manager approaches you to stay two extra hours to help the plant recover lost production. What do you say to the manager?
- A vendor approaches you looking for the manager. To assist the vendor may mean falling behind in production. What do you do?
- A customer calls to complain about a shortage on his order. According to your records, the order was delivered on time and in full. What do you do?
You may find it helpful to create an interviewing grid that contains the information that you need to interview each candidate using the specific and measurable process described above.
Below, I have provided two sample grids that you may use. For each question, you have identified your ideal response and you will rate each candidate based on how close they come to the ideal response, with 1 being the lowest score and 5 being the highest score. This process allows for consistency in interviewing each candidate and also helps to reduce manipulation by savvy candidates. Be sure to allow enough time between interviews to write additional notes about the candidate and to assign a rating.
I would be very interested in hearing from you regarding your successes in hiring right-fit employees. You can reach me at Debbie@globalLSA.com. You may also want to visit www.globalLSA.com to see offering from Leader’s Strategic Advantage.
Behavior-based grid
In this example, you have identified the behavior of integrity. The behavior-based question is intended to allow the potential candidate to express integrity without asking outright, “How do you demonstrate integrity?”
Situation-based grid
In this question, you are assessing the candidate’s ability to act as a team player.
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Filed Under: People Management | Tags: hiring, talent management
Comments
By Jim Kennedy on January 15th, 2009 at 1:11 pm
This grid seems to reflect the belief that a prescribed answer is all you are looking for, then you merely relate it to a number and have “objective data.” What if the employee stays more than the extra two hours (actual behavior) but doesn’t also say, “I take pride in the fact that I am a team player.” Would you now rate their answer a 4 or 3 or even a 1?
Hypothetical questions also reveal hypothetical answers - hardly objective data. I suggest you read this article on whether behavior based interviewing still works.http://www.interviewedge.com/articles/art81.htm
Jim
By Debbie Zmorenski on January 16th, 2009 at 12:20 pm
Hello Jim:
Thank you for your comment. I read and enjoyed your article on why behavioral based interviewing may not work. I can’t argue with any points that you made. I will say that it has been our experience that situational and behavioral based interviewing is still an effective method for identifying the right-fit employee if it is used with other tools and methodology. My example grid, for the purposes of this BLOG, may have been oversimplified and it was not my intention to infer that situational and behavioral based interviewing alone will land you the right candidate. They should be used as one of several tools in the hiring manager’s arsenal and, to your point, many factors must be taken into consideration, i.e., the diverse nature of the candidate base. Living in and being based out of Orlando, Florida, we have a very diverse ethnic and generational population base and, you are right, this presents certain unique challenges in finding the right candidate.
We assist organizations by ensuring that they have all of the right tools, including but not limited to:
-Clear and precise job descriptions that delineate the tasks to be performed and the expected behaviors, ensuring that the job descriptions align with the identified KSA’s
-Interview questions that take into account the nuances of the multicultural and multi-generational base
-An objective measurement process that will ensure choices are made as objectively as possible
-Strong knowledge of EEO laws
-Well-trained interviewing managers, teaching them the skills for effective interviewing
-An effective pre-screening process/tool
As well as any other factors that may be unique to the culture of the organization.
I’m sure you will agree, nothing is fullproof and there will always be savvy candidates who are able to beat the system.
The objective, however the organization accomplishes it, is to develop a hiring process that reduces manipulation and, as much as possible, identifies the right-fit or best-fit candidate for the task and the culture.
I greatly appreciate your feedback.
Other comments and questions are welcome. You may contact me at debbie@globalLSA.com
By Phillip Altmaier on March 25th, 2009 at 8:59 am
“In this question, you are assessing the candidate’s ability to act as a team player.”
Excuse me??? This question asks if the employee is willing to sacrifice their home and family for the company. It has little to do with team play…
Any company or manager who expect me to place the company or a job before my family will get in a world of hurt very fast!
The correct response would be: I’m always happy to help when ever I can. Let me call my wife, significant other, baby sitting service…etc. to see if I can arrange the extra time.
No company, no job will ever come before my wife or family. Your response is straight out of a 1950’s employee handbook phrased in 1990’s words.
Shame on you! Shame, shame, shame.
By Debbie Zmorenski on March 25th, 2009 at 1:01 pm
Hello Phillip:
I am sorry that you were offended by my example scenario question regarding the interviwing manager’s request for the employee to stay overtime. I completely agree with you that family is of the utmost importance and priority in our lives.
I must point out that the scenario question as stated here was for example purposes only. However, in reality, all of us in business know that there are times when we may be asked or we may have to ask employees to stay overtime when critical situations arise. It is not unreasonable to expect that an interviewing manager would want to assess the candidate’s response to a question like this.
Many managers, whether or not you agree with the idea that it is a measure of a person’s ability to be a team player,consider an employee’s willingess to give a little extra, especially on an occasional basis, an attribute of a team player. Your ideal response as you stated here is also an excellent response. If you are the interviewing manager, you are crafting interview questions and ideal responses that fit your particular culture and organizational needs. Obviously, my concept of the ideal answer, as stated in my example, is not the same as yours. Perfectly understandable.
When we work with clients to assist them in crafting their interview questions, we have the benefit of collaborating with them to ensure that their interview process meets their specific needs and is representative of their culture.
Other questions that may assess the candidates potential for being a strong team player may also be:
“Suppose there is a time when you have finished your work early. What would you do with your spare time? Ideal answers might be, “I would go to my boss to see if there was anything else I can do to help.” “I would help my fellow employee if he or she needed help.”
I hope this brings clarity to my intentions. I appreciate you taking the time to respond. If I can answer any questions for you, please feel free to contact me at debbie@globalLSA.com
By v.kulasekaran on March 27th, 2009 at 11:37 pm
kindly mail this paper to me .more questions be added