3 Key Guidelines to Hiring for Key Positions

A COSTLY MISTAKE

Hiring individuals for middle and upper management positions occurs less frequently than hiring for entry-level positions. As a result, the individual(s) making the decisions are not experienced or skilled at identifying and selecting the right candidate for that particular job. What do you need to do to be effective when hiring individuals for key positions?

Follow these 3 hiring guidelines:

1. Identify what competencies you need.

-Determine the most critical skills, knowledge, and values/motives/traits/characteristics. Be specific.

- Narrow the list to the most critical. Make sure to have only a few skills, knowledge criteria, and values/motives/traits/characteristics. If anything, minimize the knowledge competencies since those are most easily trained.

2. Interview for each key competency.

- Ask questions that uncover the level of ability for each competency.

- Understand what defines the different ability levels for each competency. If you can't assess the answer, asking the question will be of little value.

- Use past performance-based questions. Asking what someone might do is far less of a predictor of future performance than understanding how similar situations were handled in the past.

3. Use a decision-making matrix.

- Weigh each competency, putting more weight on those that are not trainable (i.e., values/motives/traits/characteristics).

- Determine what score a candidate must reach in order to be selected as the right candidate.

- Gain agreement with those involved in the decision making process to provide input on the same competencies.
- Score all candidates on the competencies, multiplying the score against the weight.

Use the matrix to have objective discussions with others about a group of candidates or individuals. Explore why individuals received certain scores. Use the weight method and predetermined score of the ideal candidate to determine whether you have a quality person or need to keep looking.