Employing the right people

In my role as General Manager for the Yellow Pages I had responsibility for an annual revenue target of $239 million and for the welfare of 220 employees. Therefore it would comes as no surprise to anyone to know that I have made some mistakes over the years in hiring staff.

At the same time I have done a lot right and I believe I have pinpointed an effective recruitment strategy which if followed may help you avoid the costly mistake of employing the wrong person.

Firstly, whenever possible a selection panel should be involved in the recruitment process. Select key personnel to form the panel.

It is important to gather as much information and as many opinions as possible when deciding who to employ. Panel members see different strengths in those being interviewed and it’s important for those opinions to be heard. A list of pre-determined questions also needs to be available and each panel member marks the candidate with a rating out of ten on their ability to answer the specific question.

The panel discussion that occurs after the candidate has left should begin with the collation of the marks awarded to each question asked. Whilst I acknowledge that some on the panel may mark harder than others, the consistency of marking will remain throughout the entire process and so a range of opinions can be used to make the hiring decision. It is very important that the results of the marking and the commencement of discussion of the strengths of each individual candidate be rotated by the panel. Under no circumstances should the “boss” initiate each discussion as that may intimidate the subordinates to acquiesce to his or her opinion.

Where possible a fellow staff member should be a panellist as this will give ownership to the final outcome and thereby encourage a mentoring process to begin.

Unfortunately what you see at the time of interview is not what you may get in the real work environment, so the checking of references is absolutely critical, in fact I would not hire anyone whose references do not measure up.

I acknowledge that the interview process may place the prospective employee under artificial pressure; however a solid reference check should give a clearer picture of what the candidate has to offer and more importantly how that offering fits the job specifications required.

The first four weeks of any new employee’s career with a new organisation is the most critical and the employer needs to realise this and do whatever is necessary to ensure the transition is smooth and sensitive, and that their new employee is comfortable in this new environment.

Remember a poor hiring decision results in a loss of productivity, a decline in customer service and a reduction in sales results.

I believe that hiring correctly is the single most important ingredient in any successful business, large or small.
 

KEY POINTS

• Use the Panel selection method.
• Have a series of questions prepared, answers to be rated out of ten.
• Rotate markings and discussion sessions between each panellist.
• Check references thoroughly.
• Ensure the new employee is mentored and supported for the first four weeks of their employment.

I would also strongly suggest that a 3 month probationary period be agreed to. Terms and conditions of this can be worked out to suit individual circumstances, however this provides you with an out should the employment result in the worst case outcome.