Tag Archives: interview

Contract to Hire

There are so many horrible hiring practices commonly used today one hardly knows where to begin. One of the most obviously poor is the concept of “Contract to Hire” positions.  The concept is simple: You hire someone on a temporary contract and, if all things work out well, you hire them on as a full time employee.  The idea being that the firm can “test drive” the employee for six months and make a sound hiring decision.  Maybe on the surface this feels like a huge win for the employer and the employee, of course, gets to test drive the employer.

But if we look at the idea from an employee’s perspective the misguided nature of this approach becomes very obvious.

There are essentially two types of workers: consultants and traditional employees.  At least people who desire to be one or the other.  Consulting is a unique way of working and a certain percentage of professionals prefer it.  Most workers want to be employees with all of the stability and benefits that that implies.  Very few people desire to be consultants.  It is a very high stress way to work.  This doesn’t mean that people don’t change over time, it is common for young professionals to like consultant work and desire to change to full employment at some later point in their careers.

The description above shows the problem with the contract to hire approach.  Which person do you hire?  The thought is that you will hire the later, the person wanting to be a long term employee with good stability and benefits who seeks out the contract to hire position in the hopes of becoming an employee.  One problem there, however, and that is that people who want to be stable employees don’t want to contract first.  Everyone knows that contract to hire means “contract with little to no chance of being hired afterwards.”  So workers seeking regular employment will only turn to contract to hire positions if they are unable to find regular employment leaving the employer with a strategy of only hiring those that are failing to find work anywhere else – a weak strategy at best.

The other risk is that consultants will take contract to hire jobs.  In these cases, the consultants take the position with no intention of accepting an offer at the end of the contract.  The company may spend six months or even a year training, testing, nurturing and convincing the consultant to love their job and when it comes time to hire them, they get declined.

There is no positive scenario for the contract to hire.  At best you hire a consultant who’s work style opinions are changed by the amazing nature of the work environment and magically they don’t get restless after accepting a position.  But this is far more rare than contract to hires actually attempting to hire someone at the end of the contract.  In the real world a company engaging in this practice is reduced to either hiring the least hireable or consultants with little to no intention of entertaining the “bait” offer.  This also leave the company with the belief that it has a carrot to dangle in front of the consultant when they in fact have nothing special to offer.

It is a case of an employer looking to take advantage of the market but, without thinking it through clearly, is setting themselves up to be taken advantage of.  The best employee candidates will bypass them completely and full time consultants will see the opportunity to strike.

The idea is simple and applies to all hiring.  Don’t hire a person based on factors that don’t apply to the actual job.  Hire employee types for employee positions, consultants for contract positions.  The same as you would not attempt to interview engineers for marketing positions – in theory someone has crossover skills but you eliminate almost any chance of every finding the right person.  Hire honestly to meet your needs and many problems will be eliminated.

Hiring IT: The Reverse Interview

Corporate interviewers often forget that interviews are a two way street: yes the company is interviewing the hopeful job candidate, but that candidate is interviewing the company as well.  Unless you are a wildly well known and highly desired company at which to work (e.g. Apple, Microsoft or Google) then you have probably little more than the interview process in which to demonstrate what kind of company you truly are to a potential candidate and even then many candidates will take the media’s opinions of working at those companies with a proverbial grain of salt.

No matter how fashionable or well respected the firm, most likely a job candidate will get one chance to peer into the inner workings of your company.  They will not judge you based on your cafeteria food nor on how friendly the staff is nor the lengthy, and probably completely inaccurate, job description – all of that is a form of marketing – a good candidate knows that and is exposed to it all of the time.  No, they will judge you based on your processes and the only process that you can’t gloss over, hide or fake is the interviewing process.

A company’s ability to interview effectively is the best cradle to grave process example that a candidate will see – very likely it will be the only one.  And since this is a process that affects all others, in that every person at the company was selected using it, it is also the best way to indicate to the candidate what the overall company is likely to be like and how it functions.  A good hiring process reflects a healthy company using good processes and possessing good staff, a bad hiring processes reflects a company with generally poor procedures and staff consisting mostly of those unable to find work someplace more attractive.

The hiring process is so often either complete afterthought or, at best, based completely around weeding out bad candidates that there is little thought put into convincing good candidates to accept a position at the firm.  The better the candidate the more likely that that candidate is already working and getting offers from more than one company.  The interview process must often convince a candidate that the unknown of your company is better than their existing, known position and that it is better than the unknowns of potentially many other firms.  Overcoming the “devil you know” issue can be very difficult, especially if that candidate already has a great job.  Ask yourself, “If I had their job, why would I leave it to come work for me?”

Vetting a potential candidate is not something that interviewers and the hiring process creators are likely to forget or overlook, but focusing so heavily on ruling out bad candidates will often also tell good candidates that this isn’t a place where they are interested in working.  Good candidates don’t want to work in a place lacking bad people, they want to work in a place full of good people.  The two are not the same thing.

Having a good, efficient and goal-oriented interviewing process can be difficult, especially if your firm is large and follows traditional interviewing practices in a codified manner.  There is no simple equation to running a great interview process, what every company’s technical needs and cultural needs are will dictate how best to approach enticing the best fitting candidates.  There are simple rules, though, that must be followed.

Every potential candidate that you will ever interview is full of horror stories from their own job hunts over the course of their careers.  Some are nearly universal, such as stories about how the human resources department sabotaged an otherwise perfect fit position, while others are unique and surprising.  Anyone that you will be interviewing will be thinking about their own past experiences as well as stories that they have heard from others and will be thinking about these things as they go through your company’s process.  Most process issues can be resolved, or at least mitigated, simply by taking the time to empathize with the candidates and see the process from their perspective.

Running a good interview process can start with the simplest of things like making sure that the team preparing to interview a candidate are on time, prepared for the interview, the appropriate people for that interview, aware of what they are interviewing for, etc.  Too often candidates go to an interview just to find that they are being interviewed by random people in the office who just happened to be available.  Those interviewers have not seen the resume ahead of time nor are aware of the qualifications that they are seeking.  You would not be impressed if the candidate being interviewed was late and unprepared, why are we then surprised if they are equally unimpressed when we as the entity seeking to hire are unprepared.  We can hardly fault a candidate for not taking the interview seriously if we are not taking it seriously ourselves, but this is exactly how the average interview goes – the candidate is far more prepared than the interviewing team.

Human resources presents one of the most well understood failures in the interviewing process.  Human resources is seldom prepared to speak to a potential candidate in any meaningful way in the information technology arena.  Rarely, if ever, is human resources in a position to judge a candidate’s skillset, skill level, ability to mesh with a team or appropriate compensation.  Human resources could be involved for verifying resume data or supplying benefits details, of course, but only after a candidate is otherwise selected.  Every IT professional can spot a job description that human resources has touched and great candidates turn down your firm at this stage, long before they ever show up in any statistic – before any contact with your company has been made.  You are losing potential employees, the best potential employees, before you ever find out that they were giving you a moment of their time.  You may also accidentally turn away candidates who would happily have accepted a position with your firm but were misled into believing that they were not qualified for a position due to nothing more than an incorrect, often impossible, job description.

It is important, too, to have a generally well laid out and efficient process to move from one interviewing stage to another and to do so, from end to end, in a relatively short period of time.  I myself have had poorly planned interviewing processes that stretched for longer than six months.  In these cases the people involved will often change positions, or even companies, during the process and the same stages might get repeated over and over with the interviewing company not remembering the candidate or what had been said and determined in earlier interviews.  If an interviewing process spans more than about a week the process is too long and the stages are too disconnected.  Decisions should also come in a timely manner, not weeks after an interview has taken place.

The interview process should be designed around the desired candidate traits.  If you want to hire someone to just hit the ground running and have no long term viability, focus purely on tech skills.  If you want someone to be a part of the team, focus on personality and just make sure that they can learn the tech skills in an amount of time that is appropriate for your needs.  If a position is important enough to hire someone to fill, it is important enough to interview well to get the right person.  Hiring a new staff member is a very big deal, nothing defines your company more than the people that it hires.  Nothing should be taken more seriously than the processes used to acquire the best staff.

Communications between interviewers and stages is important.  An interviewee will not be impressed if asked the same question multiple time, especially not if asked by the same person.  This is far more common than interviewers may realize.

Put yourself into the shoes of your candidates.  Think about how they will see your company when they interview with you.  Will they see an organization that treats them with respect and professionalism?  Will they see you as prepared and highly skilled?  Will they see processes that encourage the kind of people that they want to work with to join your firm?  Or will they see that your company thinks that hiring good people is not a priority?  Will they find that their future coworkers aren’t the cream of the crop and that they aren’t being hired to compliment good people but to provide skills that you have failed, thus far, to cultivate?  Will they see processes designed to weed out bad people but that fail to attract good ones?

Interviewing processes do not need to be exceptionally formal or rigid.  Alternative approaches can work wonders and can tell a candidate much about your company.  But make sure that any process that you implement reflects positively on your firm and is not turning away the candidates that you might wish to hire.

No matter how much you imagine that candidates should be beating down your doors to come work for you – those candidates don’t know that.  Until you convince them otherwise, you are just another unlikely job prospect to them in an endless sea of job listings – unlikely that they will get an offer and unlikely that they will accept one if received.  Job seekers are inundated with job listings and head hunters daily.  Most companies that a candidate will decide to interview with will turn out to not even really be hiring but are just “fishing” – looking to see what the candidates and going compensation rates are like in the current market.   A candidate is not going to get excited until they feel that you are a serious firm and that the job sounds exciting.

Interviewers generally approach candidates with the impression that the candidate is begging for the position and that they are charged with turning away all but the best option.  But there is a very good chance that the person that you are interviewing was cajoled or begged (or even bribed) to sit across that table from you by a headhunter, consulting or staffing firm.  Often they have been led there under false pretenses, such as being told that compensation is as much as double what is actually your realistic cap or that they will be in a far more senior position than you are interviewing for.  In that person’s eyes it is you the interviewer, not they the interviewee, who is in the begging position, and for truly great candidates that will almost universally be the case.  Companies need great employees far more than employees need great jobs.

If a candidate is brought in by a staffing firm then chances are that that candidate has been presented with a very different view of the situation than you expect.  Likely they have been told great and unrealistic things about the position and they see that staffing firm as the direct and official representative of your firm – which if you have hired them, they are.  So you are effectively reaching out to candidates, pre-selecting them and asking them to come interview with you.  To the candidate, they are doing you the favor, not the other way around.  If they show up and you are not ecstatic that they took the time out of their schedules to meet with you they are going to be less than impressed.  They assume that you have sifted through large numbers of candidates and selected them for a reason.

Using a staffing firm is never advised, in my opinion.  They do not represent the interests of you as the hiring company nor of the candidates.  They, at best, are a point of miscommunications and increased cost.  At worst they play both parties against each other for their own gain.  Like an human resources department, they have very little to add to a selection process but have the capacity to wreak nearly unlimited damage.  The best companies, no matter what size they are, take the time to make their hiring process a purely internal one.  No matter what type of business you are in, the ability to attract, acquire and retain the best staff is the best competitive advantage possible.  If your hiring process is not taken seriously there is no way that you can compete cost effectively.  Your only option is to raise salaries to a point that enough candidates concerned about money over job quality are willing to come work for you.  This can work but is very expensive, and not completely effective, compared to having great hiring practices.

The bottom line is that your hiring practices dictate what you are and will become as a company.   If you don’t acquire and develop good staff you won’t have them to drive efficiency and innovation.  Take your hiring process very seriously and consider how your company presents itself to a candidate.  Remember, weeding out bad people is easy.  Attracting good ones is hard.