The Selection Process: What You Need To Consider For A Better Bet

The word “holistic”, we would probably all agree, is overused, describing everything from healthcare practices to dog food. However, forgive us for using it in the context of selecting the right person for a job. No other adjective is as appropriate when used to describe what optimal selection processes ought to look like.

Before identifying candidates

• Create a job description for the position that is concise, specific and agreed to by all parties involved in the hiring and management process. If you are filling an existing position, take time to find out why the previous employee left – ideally, through a formal process, such as a third party exit interview. Use this information to re-write the job description, if necessary – there is often a discrepancy between the job description and what the incumbent has actually been doing.
  
  
  
• Define the non-technical requirements of the job. For example, is the ability to manage people in a fast-paced environment something that the ideal candidate needs to possess? To identify these competencies (i.e., characteristics of the successful performer) talk to the managers of that position, look at performance reviews of the person in the job, talk to the customers of that job and talk to the incumbent. Ask them what success factors, beyond the straightforward job description, are needed. Then, fold those characteristics into the entire hiring process; baking them into, for example, the interview questions. This is not easy. If needed, seek outside counsel from those with expertise in competency development.

During the sourcing process

• Look inside your organization. Are there qualified internal candidates for the position–and is now a good time to re-deploy them? This can be tricky: you may have an eager, but not-quite-yet-ready, internal candidate who will leave the organization if not promoted. Our advice? Err on the side of letting that person prove him/herself in the new role while providing the developmental support required–or you may be looking at filling two positions instead of just one.
  
  
• Create an internal referral network within your company. That way, you have a better chance of finding employees with the same shared mindset. Some companies even utilize alumni networks – networking with former employees as a source of current employees – to reach out regularly to good, qualified former employees to find out if the grass really is greener in their new position.
  
  
• Target those sources – very selectively - where you are most likely to get the type of candidate you need. Posting an opening on the big, brand name websites will result in a lot of resumes, many from totally unqualified candidates. If you have in-house staff responsible for recruiting, make sure that they have up-to-date technology skills. Alternatively, hire outside recruitment specialists who have certification in those skills.

During the interviewing process

• Use an interview format and set of questions that correlate to the specific competencies you desire to find in that person. Have a pre-screen process in place using either internal resources or an external vendor. Then, involve multiple interviewers to expose pre-screened candidates to a group of people beyond the managers, including peers and subordinates. Ensure that you have a systematic way of evaluating the candidate so that all interviewers use the same method – also make sure that there is quality discussion about the candidate.
  
  
• Assess not just the candidate’s technical qualifications but his/her characteristics and fit with your corporate culture. One of the most revealing questions to assess true fit is to ask the candidates about likes and dislikes in prior jobs and objectively compare those to the situation in your company.
  
  
• Treat all candidates well through the selection process – respect their time away from their current jobs and their confidentiality; do not oversell the opportunity; follow up with them and keep them posted on progress in filling the position. These candidates may be hired but they may be potential customers or referral sources.
  
  
• Use a professional and reputable screener to conduct a background check on anyone who makes it to the final round.

Final words of wisdom

Once your candidate is on board, invest in proper on-boarding. You’ve spent a lot of time and resources making sure you got the right person - protect that investment by ensuring that the person is properly acclimated and has all the right tools and support to start creating value for your organization as soon as possible.

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