Create a scoring system based on the purpose, accountabilities, competencies, and a pre-employment assessment.
- Before adding to (or replacing a member of) your office team, know the purpose behind the new hire.
- Define specific responsibilities this position will be accountable for.
- In order to determine if a candidate has the capacity to fulfill those responsibilities, it helps to produce a list of core required and desired competencies to evaluate them on.
- There are several employee evaluation tools out there to consider (Kolbe, DiSC, etc.). I’ll go into more detail in a later section.
- The last section is scoring the candidate based on: Do they get it, want it, and have the capacity to do it? (A concept taken from the book Traction by Gino Wickman.) The final question on the score card is: “Would you hire this person today?” With each of the questions in this section, don’t just write yes or no. Write down why and what impressed you about the candidate.
*For more details on the Position Scorecard and to receive a sample of one, please join me this month for our monthly Core Webinar.
Take the Time
While a certain amount of friction can occur when you are without a key office staff position, resist the temptation to make a quick decision on hiring. Hiring the wrong person to join the team can lead to even more frustrations. Be thorough in reviewing the resumes and applications submitted and only invite the best-qualified candidates to begin the interviewing process.
Rigorous Interview Process
After selecting your top 2-3 candidates, the interview process begins. You’ll want to go through a series of interviews to get to know the candidate.
- 15-minute phone interview – This gives you the chance to evaluate how well they present themselves on the phone. As an office staff member, it’s important to have someone pleasant and professional sounding on the phones.
- 45-minute in person interview with the department head. Use the scorecard to keep notes about what impresses you – or doesn’t – about the candidate.
- Due diligence
- Pre-Employment Assessment (see below)
- Complete the Scorecard
- Check references provided by candidate
- Background check
- Team interview (more below)
- Interview with CEO – this is reserved for the candidate(s) everyone up to this point agrees should be offered the job.
Only the top 2-3 candidates should be selected to bring into a team interview. This “team” can extend beyond just those the candidate would work directly with to include others in the company they will interact with in the position. This gives your office staff and other key employees an opportunity to get a sense of how well they might work with the various candidates.
A challenge for every business owner/manager is getting the right person in the right seat. You’ll find many great candidates who would be great to work with as individuals, but the key to an employee being satisfied with their job is having them in a position that fits best with what drives them. There are several employee assessment options out there (Kolbe, DiSC, etc.) that identify a candidate’s natural abilities and predict how they might approach and solve problems. Tools like these go beyond the interview questions to better understand whether the candidate will be able to perform well in the position based on how they approach preventing problems, respond to opportunities, and initiate solutions.