10 Things Hirers Should Know About Every Candidate They Interview
July by Howard Adamsky, HR Innovators www.hrinnovators.com
follow these basic steps in any recruiting decision process
BIR Solutions Editor’s Note: This article was written in 2007 (yes, a long time ago!). But when I came across it, I realised it was as relevant today as it was ‘way back then’.
To give the article a current flavour, I have added comments (in italics) relevant to today, and, also to show where our Profiles tools can assist you obtain this information. This can make your recruiting much less painful and assist you avoid those hard to ask questions we all sometimes have difficulty with.
Interviewing candidates and gauging their fit for a culture and position is one of the most indispensable tasks you can perform. The more you know about a candidate, the better equipped you are to add value to the hiring process. That’s why getting to know the candidate and understand what they are looking for, along with overall qualifications, is so critical.
But there is more about candidates you should uncover if you want to do the best possible job of providing information (read: value) to your business. Below are ten points in key areas that all businesses should investigate for each candidate they interview.
1.Complete compensation details.
Understand exactly how the candidate’s current compensation program is structured. This means more than the candidate’s base salary; the base salary is just part of the overall package. Be sure that you ask about bonuses; if, how and when they are paid out, stock options or grants that have been awarded. Compile a complete list of benefits and how they are structured and know when the candidate is up for his or her next review, because this can alter cash compensation.
Include all allowances and ‘side benefits’ which may not be part of their idea of salary – eg lunch rooms, social gatherings outside of work, end of year parties, training (both on the job and off site),
2.Type of commute.
Commute is a quality-of-life issue and discussing it is important. A ten-minute commute against traffic is very different than taking the car to a train and having to walk five blocks to your offices. If the commute is worse for the candidate than it is in his or her existing job, bring it up and see how the candidate responds. If the commute is better, use it as a selling point. By all means, be sure that you understand the candidate’s current commute and how they feel about the new one.
If in doubt, use Google maps and take 5 minutes to compare the distance.
3.The “what they want vs. what they have” differential.
Most candidates do not change jobs just for the sake of changing jobs. They change jobs because there are certain things missing in their current position that they believe can be satisfied by the position your organization is offering. This disparity is called the “position differential” and it is the fundamental reason a person changes jobs. Know what this position differential is and you will be able to know if you have what the candidate is looking for. If so, you will be able to develop an intelligent capture strategy when it comes time to close.
As research tells us, people leave people – so you should ensure you focus on what type of boss they have at their current job. Find out what are his perceived strengths and weaknesses – and, then measure them against the person they will be working with and around. If you have conducted Profiles XT assessments for your team members (at less than $350 per assessment) and Profiles 360’s for your team (at less than $600 for your team) then you will have all this information at hand and you will be able to make a very informed decision on the position differential from a people perspective.
4.How they work best.
Some candidates work best if left alone, while others work best as part of a team. It is your job to know enough about the organization’s philosophy and the way the hiring manager works to see if the candidate will either mesh or grind. Beware of recommending hiring a candidate who does not fit into the current scheme, because, at times, style can be just as important as substance.
The Profile XT provides this information across 9 different behavioural traits: Energy levels – Assertiveness – Sociability – Manageability – Attitude – Decisiveness – Accommodating – Independence – Objective Judgement.
But that’s not all. Knowing what behavioural traits someone has is one thing. Many well known assessment tools go that far – and then stop. Knowing what mix of behavioural traits successful people in that job position have is another thing altogether. This is the wow factor which differentiates the Profiles XT from most other assessment tools..
Profiles XT also has the unique Job Benchmark component which lets you know the mix of behavioural traits successful people in that job are likely to have. This is very powerful information for a prospective employer.
5.Overall strengths and weaknesses.
Be sure to get some understanding of the candidate’s strong points and the candidate’s limitations. All of us have strengths and weaknesses (even John Sullivan has weaknesses, but he won’t tell me what they are). Our role is to identify them and be able to present them to the hiring manager. Hint: Ask what functions the candidate does not enjoy performing. We are seldom good at things we don’t like.
Using good interview questions helps but don’t expect the candidate to be entirely truthful of their own SWOT analysis! Try this link for a guide to useful questions – click here.
Also, it is critical to know if the person has the Thinking skills necessary to do the job. In Profiles XT, this encompasses the following areas: Learning Index – Verbal Skills – Verbal Reasoning – Numerical Skills – Numerical Reasoning. You don’t want someone too far below – or too far above in this critical area. The Profiles XT gives you the ideal range for the job as part of the Job Benchmark.
6.What they want in a new position.
Everyone wants something. Find out what the candidate wants in a new position. Be sure to do whatever is necessary to get this information. Feel free to pick away during the interviewing process with open-ended questions until you have all of your questions answered. It is difficult to determine whether a given hiring situation has a good chance of working out if you do not know what the candidate is looking for in a new position.
Most people who stay in a job do so because of the people they work with and the common vision they share. And, their job is also aligned to their occupational interests.
Profiles XT analyses occupational interests. There are 6 categories: Enterprising – Creative – Financial/Administrative – People Service – Technical – Mechanical. And, like behavioural traits, successful people in jobs tend to have similar occupational interests.
This is big; I don’t like surprises. I always ask the candidate what else they have for activity. If the candidate has three other companies they are considering and two offers are arriving in the mail tomorrow, this is absolute need-to-know information. If the hiring manager wants to make an offer, it’s time to advise them as to what the competition looks like and move this deal onto the express lane, fast.
You may not always get the truthful answer but you need to ask the question.
8.What it will take to close the deal.
This is a first cousin of #6 above but it is more specific and flavored with a “closing the deal” mentality. #6 relates to what the candidate wants in a new position, but this one quantifies that want. For example, if the candidate wants more money, this is where you will assess how much it will take to close the deal. As another example, while #6 will let you know that the candidate wants to work on different types of projects, this one will tell you exactly what types of projects those are.
This is so simple but is not often asked in such a direct way – but it should be!
9.Can the candidate do the job?
Even though, as the recruiter, you might not be able to determine if this is the perfect candidate, you should exit the interview with an opinion as to whether or not the candidate can perform the functions of the position. Furthermore, that opinion must be based upon information that was unveiled during the interviewing process and not just a gut feeling. It has to be based upon what the candidate has successfully accomplished and how that aligns with the needs of the current position. If you can’t offer a solid opinion on this one, you need to dig deeper until you have a solid case for why the candidate can or cannot do the job.
If you have conducted a Profile XT on the candidate you will know, compared to the Job Benchmark, if they can do the job (Thinking Skills) and how they will do it (Behavioural Traits) and whether they will like doing it (Occupational Interests). Plus, you will get interview questions on those areas where they may not appear to fit the Job Benchmark – and coaching tips if you decide to hire them – all for the price of the Profile XT.
10.Will the candidate fit into the culture?
Predicting the future is tricky business, but someone has to take a shot at evaluating a candidate’s chance for success. Not everyone that is capable of doing the job will have a successful run at the company, because culture does play a role in candidate success. For example, the culture of a buttoned-down insurance company in Boston is very different than the garage culture of a software startup in the valley. If you have a reason to believe that the person is the wrong DNA for an organization, it is imperative that you raise the issue.
If you have conducted Profile XTs on your existing staff you will have a good idea if the person will fit into the group they will be working with.
Also, some interview questions around culture will be useful as well – think about management styles, openness and communication for starters.
There are few things hiring managers value more than solid candidate feedback based upon a well-executed interview. Convey this information to the hiring manager and take one more step towards becoming a world-class recruiter.