Tài liệu Hiring and Keeping the Best People 3 doc

•
the key features of your organization’s culture (for example,
team-orientation, degree of conformity, reward systems); and
•
your managerial style (for example, authoritative, coercive,
democratic) and its implications for an effective working
relationship.
Primary Responsibilities and Tasks
If you’re looking to rehire for an existing job, take a look what the
current incumbent is now doing and evaluate their job description,
if one exists. But don’t simply accept either of these perspectives as
definitive. Use the hiring opportunity to reevaluate the primary
responsibilities and tasks of the job. Make sure you can answer the
question,“What does the employee have to do in this job?”
Education and Experience
Education and experience are the two most critical background
characteristics to consider when evaluating candidates. In the case of
education, you may wish to specify a certain type of degree or a cer-
tain level. Be sure to ask yourself whether a specific educational
background is truly necessary. Can you be flexible in this area, or
can relevant experience be substituted for a certain educational
background?
Experience requirements should be based on a thorough analy-
sis of the specific tasks and responsibilities of the position. Which
would be most desirable:
•
Industry experience?
•
Functional experience?
•
Large- versus small-company experience?

Industry and functional experience are particularly important for
externally oriented positions requiring knowledge of products and
competitors. However, if a good candidate has not been exposed to
The Hiring Process 3
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everything required, consider whether he or she can learn what is
needed and how long that learning will take.Various tests, for ex-
ample, are available to measure an individual’s dexterity with numer-
ical data, spatial acumen, mechanical ability, and so forth.Also, deter-
mine whether the organization can afford the time needed for
on-the-job learning.
Personal Characteristics
Personal characteristics can indicate how the candidate will ap-
proach the job and how he or she might relate to coworkers (see
“Create Consensus on Personal Characteristics”). Evaluate the
following personal characteristics relative to the tasks and responsi-
bilities you’ve listed for the job opening:
•
Analytical and creative abilities. A candidate’s abilities in these
two areas determine how he or she assesses problems and comes
up with new approaches to solving them.
•
Decision-making style. Decision-making style is very individ-
ual. Some people are extremely structured, analytical, and fact-
based; others rely more on intuition. Some make decisions
quickly, while others ponder them for a long time.Some depend
on consensus, while others seek their own counsel. It is critical
to determine whether a particular style is required for success in
the job and, if so, what it is.
•

Interpersonal skills. Since interpersonal skills and behavior are
intimately connected, understanding a candidate’s interpersonal
skills is an important part of the hiring decision process. To
determine which interpersonal skills are most appropriate for a
given position, think about the set of tasks that will be per-
formed in the position.Which traits will translate into good per-
formance, especially in view of the superiors, peers, and direct
reports with whom the person will interact? For example, a
controller should ideally be patient and formal, demonstrating
careful, cautious, detail-oriented behavior. For a sales manager,
high extroversion and low formality may be desirable.
4 Hiring and Keeping the Best People
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The Hiring Process 5
• Motivation. The candidate’s personal goals, interests, energy
level, and job progression often demonstrate their level of moti-
vation. So ask yourself,“Does this job match the candidate’s per-
sonal aspirations? Would he or she do the job with enthusiasm
and energy?
Develop a Job Description
Once you understand the position’s requirements, you are ready to
create a job description.A job description is a profile of the job, its
essential functions, reporting relationships, hours, and required cre-
dentials.This description will make it possible for you to explain the
job both to potential candidates and to any recruiters you may be
using to help identify candidates. In some cases, your organization
may have a required format or a standard job description to use as a
model.
A clearly written, results-oriented job description can shape the
beginning of the employee relationship, and can help everyone

understand the mission, culture, needs, and goals of the company.
It can also form the basis of a legal termination of employment
should that become necessary.Your job description should include
the following:
• job title, business unit, and the name of the organization
• job responsibilities and tasks
• hiring manager and reporting manager
• summary of the job tasks, responsibilities, and objectives
• compensation, hours, and location
• background characteristics required
• personal characteristics required
Many of these items will have to be cleared with the human re-
source department.
Developing the job description can be an opportunity to
redesign a job, instead of just filling the one you already have. For
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6 Hiring and Keeping the Best People
Many hiring decisions start off on the wrong foot because the
company hasn’t clarified exactly what it wants in the new hire.
For example, the different people with whom the new hire will
interact (or who have a say in the hiring decision) may have
their own ideas about the perfect job candidate.
Consider the hypothetical case of a company that wants to fill
a product-designer position but hasn’t reached a consensus
about key hiring factors.The design director wants a seasoned
individual who has gained extensive design experience at one of
the firm’s toughest competitors. The head of finance prefers a
bright new (and more affordable) college graduate.The market-
ing director is pressing for someone with marketing experience
in the kinds of product lines the company currently offers.

Meanwhile, the new hire’s immediate supervisor is looking for
someone with “people skills.”
Pity the poor job applicant who walks into this situation! To
avoid this type of confusion, try this procedure:
• Ask everyone who’ll interact with the new hire to privately
write down exactly what they would consider the attributes
of the ideal candidate.
• Meet and openly discuss differences in the various wish lists.
• Decide together which requirements have priority.
• Create a new list of requirements that everyone agrees on.
• Stick to that list when evaluating candidates.
Create Consensus on Personal Characteristics
example, the last person who held the position may have had a
strong strategic focus, but if you decide that a more hands-on man-
ager is now needed, then recreate the job description accordingly.
As you go through the exercise of describing the job, observe the
following:
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• Distinguish between knowledge, skills, and abilities. Some jobs
require advanced degrees. Some require special skills, such as
knowing how to program in Java. Others require physical
abilities, such as hand-eye coordination, or mental abilities, such
as the ability to work with numbers. Figure out what you need
in each area.
• Take the time needed to do it right.Yes, you need that new
employee to start next week, but the cost of getting rid of the
wrong employee more than outweighs the cost of time spent
finding the right one.
• Be sure to comply with all legal restrictions.Your stated job
requirements must be clearly related to getting the job done and

must not unfairly prevent racial minorities,women,people with
disabilities,or other “protected classes”from getting hired.
1
(U.S.
readers should see Appendix C,“Legal Landmines in Hiring.”)
For a sample job description,see Appendix A at the end of this book.
Recruiting Promising Candidates
Gaining access to qualified candidates is critical to the success of
your hiring effort (see “Tips for Finding the Right Person”).That
means creating a pool of qualified applicants.You can accomplish
this by getting the word out through as many channels as possible.
However, the word “qualified” is important. A large pool of med-
iocre candidates isn’t nearly as valuable as a small pool of qualified
candidates. Utilizing targeted, relevant channels to get the word out
about your position can help ensure that the proportion of qualified
candidates in your pool is as high as possible.
Typical channels include recruiting agencies, newspaper ads,
referrals from colleagues, trade publications, professional associa-
tions, networking, campus recruiting, and the Internet. In addition,
you can enhance the pipeline of qualified candidates through pro-
grams such as internships and partnerships with colleges, universi-
ties, and community organizations.
The Hiring Process 7
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TEAMFLY

Team-Fly
®

Personal referrals from current employees are another favored
method of expanding the candidate pool, and many companies
encourage this through the payment of “rewards” to employees
whose referrals are actually hired. In general, this practice is much
less costly than others and often produces more satisfactory new
hires since it’s unlikely that current employees will suggest a candi-
date who is unqualified or likely to be a bad employee.
Screening Résumés
A sizeable pool of applicants assures that you will have choices in

the hiring process; it also means that you’ll have more sifting to do in
finding the best choice.And that sifting begins with résumé screen-
ing (see “Tips for Screening Résumés”).
8 Hiring and Keeping the Best People
• Consider current employees.
• Look outside your organization to bring in new outlooks,
skills, and experiences.
• Know what kind of person you’re looking for in order to
locate a good fit.
• Remember that a person’s past job performance is the surest
guide to future performance.
• Remember that the right education + the right experience +
a compatible personality = a good fit.
• Beware of the “just like me” trap.This trap encourages man-
agers to favor candidates who share similar education back-
grounds, are of the same age, gender, or race, and who enjoy
the same pastimes.To avoid the trap, focus on the objective
requirements of the job and the candidate’s qualifications.
Tips for Finding the Right Person
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The Hiring Process 9
The cover letter and résumé are the candidate’s first introduction
to you. In order to merit your further attention, they should convey
the qualities you are looking for.When you have a large number of
résumés to review, use a two-pass process to make your task more
manageable.In the first pass, eliminate the résumés of candidates who
do not meet the basic requirements of the job. In the second pass,
look for résumés that include:
• signs of achievement and results—for example, a profit orienta-
tion, stability, or progressive career momentum;

• a career goal in line with the job being offered (be on your
guard here, as applicants are often coached to tailor their pur-
ported career goals to match those of jobs to which they’re
applying); and
• attractive overall construction and appearance.
In this pass, also consider the subtler differences among qualified can-
didates—for example, years and quality of experience, technical ver-
sus managerial backgrounds, the quality of the companies they have
worked for in the past, and so forth. Then develop a list of the
strongest candidates.
When reviewing résumés, be on the alert for red flags that can
indicate areas of weakness such as:
• lengthy description of education (possibly not much job
experience);
• employment gaps (what was the applicant doing during these
gaps?);
• a pattern of short-term employment, especially after the appli-
cant has been in the work force for more than a few years;
• no logical job progression;
• too much personal information (possibly not much job experi-
ence); and
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• descriptions of jobs and positions only, with no descriptions of
results or accomplishments.
Interviewing
A hiring interview has one primary purpose: To provide both the
interviewer and the job candidate with an opportunity to obtain
the information they need to make the best possible decision. Since
the time spent with any particular job candidate is limited, a well-
organized approach helps make the most of that time, yielding more

and better information.
When you are selecting someone for an important position, you
will probably go through at least two of the following stages for
every job opening. In some cases, you may even go through all three.
1.
Telephone-screening interview. This may be done by you, a
recruiting agency, your HR department, or someone else in
10 Hiring and Keeping the Best People
• Spend the least amount of your time eliminating the least-
likely candidates and the greatest amount of your time care-
fully considering the most-likely candidates.
• Separate fluff from substance. Get right to the core of the
candidate’s accomplishments.
• Avoid comparing candidates to each other. Instead, compare
each candidate to the high-performer candidate profile and
look for a match.
• If you have great numbers of incoming résumés, or tap Inter-
net résumé postings, consider using résumé screening soft-
ware to automatically identify suitable applicants (more on
this in Chapter 2).
Tips for Screening Résumés
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