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.\u00a0 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\u2019s opinions of working at those companies with a proverbial grain of salt.<\/p>\n
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.\u00a0 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 \u2013 all of that is a form of marketing \u2013 a good candidate knows that and is exposed to it all of the time.\u00a0 No, they will judge you based on your processes and the only process that you can\u2019t gloss over, hide or fake is the interviewing process.<\/p>\n
A company\u2019s ability to interview effectively is the best cradle to grave process example that a candidate will see \u2013 very likely it will be the only one.\u00a0 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.\u00a0 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.<\/p>\n
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.\u00a0 The better the candidate the more likely that that candidate is already working and getting offers from more than one company.\u00a0 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.\u00a0 Overcoming the \u201cdevil you know\u201d issue can be very difficult, especially if that candidate already has a great job.\u00a0 Ask yourself, “If I had their job, why would I leave it to come work for me?”<\/p>\n
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\u2019t a place where they are interested in working.\u00a0 Good candidates don\u2019t want to work in a place lacking bad people, they want to work in a place full of good people.\u00a0 The two are not the same thing.<\/p>\n
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.\u00a0 There is no simple equation to running a great interview process, what every company\u2019s technical needs and cultural needs are will dictate how best to approach enticing the best fitting candidates.\u00a0 There are simple rules, though, that must be followed.<\/p>\n
Every potential candidate that you will ever interview is full of horror stories from their own job hunts over the course of their careers.\u00a0 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.\u00a0 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\u2019s process.\u00a0 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.<\/p>\n
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.\u00a0 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.\u00a0 Those interviewers have not seen the resume ahead of time nor are aware of the qualifications that they are seeking.\u00a0 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.\u00a0 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 \u2013 the candidate is far more prepared than the interviewing team.<\/p>\n
Human resources presents one of the most well understood failures in the interviewing process.\u00a0 Human resources is seldom prepared to speak to a potential candidate in any meaningful way in the information technology arena.\u00a0 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.\u00a0 Human resources could be involved for verifying resume data or supplying benefits details, of course, but only after a candidate is otherwise selected.\u00a0 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.\u00a0 You are losing potential employees, the best potential employees, before you ever find out that they were giving you a moment of their time.\u00a0 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.<\/p>\n
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.\u00a0 I myself have had poorly planned interviewing processes that stretched for longer than six months.\u00a0 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.\u00a0 If an interviewing process spans more than about a week the process is too long and the stages are too disconnected.\u00a0 Decisions should also come in a timely manner, not weeks after an interview has taken place.<\/p>\n
The interview process should be designed around the desired candidate traits.\u00a0 If you want to hire someone to just hit the ground running and have no long term viability, focus purely on tech skills.\u00a0 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.\u00a0 If a position is important enough to hire someone to fill, it is important enough to interview well to get the right person.\u00a0 Hiring a new staff member is a very big deal, nothing defines your company more than the people that it hires.\u00a0 Nothing should be taken more seriously than the processes used to acquire the best staff.<\/p>\n
Communications between interviewers and stages is important.\u00a0 An interviewee will not be impressed if asked the same question multiple time, especially not if asked by the same person.\u00a0 This is far more common than interviewers may realize.<\/p>\n
Put yourself into the shoes of your candidates.\u00a0 Think about how they will see your company when they interview with you.\u00a0 Will they see an organization that treats them with respect and professionalism?\u00a0 Will they see you as prepared and highly skilled?\u00a0 Will they see processes that encourage the kind of people that they want to work with to join your firm?\u00a0 Or will they see that your company thinks that hiring good people is not a priority?\u00a0 Will they find that their future coworkers aren\u2019t the cream of the crop and that they aren\u2019t being hired to compliment good people but to provide skills that you have failed, thus far, to cultivate?\u00a0 Will they see processes designed to weed out bad people but that fail to attract good ones?<\/p>\n
Interviewing processes do not need to be exceptionally formal or rigid.\u00a0 Alternative approaches can work wonders and can tell a candidate much about your company.\u00a0 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.<\/p>\n
No matter how much you imagine that candidates should be beating down your doors to come work for you \u2013 those candidates don\u2019t know that.\u00a0 Until you convince them otherwise, you are just another unlikely job prospect to them in an endless sea of job listings \u2013 unlikely that they will get an offer and unlikely that they will accept one if received.\u00a0 Job seekers are inundated with job listings and head hunters daily.\u00a0 Most companies that a candidate will decide to interview with will turn out to not even really be hiring but are just \u201cfishing\u201d \u2013 looking to see what the candidates and going compensation rates are like in the current market.\u00a0\u00a0 A candidate is not going to get excited until they feel that you are a serious firm and that the job sounds exciting.<\/p>\n
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.\u00a0 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.\u00a0 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.\u00a0 In that person\u2019s 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.\u00a0 Companies need great employees far more than employees need great jobs.<\/p>\n
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.\u00a0 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 \u2013 which if you have hired them, they are.\u00a0 So you are effectively reaching out to candidates, pre-selecting them and asking them to come interview with you.\u00a0 To the candidate, they are doing you the favor, not the other way around.\u00a0 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.\u00a0 They assume that you have sifted through large numbers of candidates and selected them for a reason.<\/p>\n
Using a staffing firm is never advised, in my opinion.\u00a0 They do not represent the interests of you as the hiring company nor of the candidates.\u00a0 They, at best, are a point of miscommunications and increased cost.\u00a0 At worst they play both parties against each other for their own gain.\u00a0 Like an human resources department, they have very little to add to a selection process but have the capacity to wreak nearly unlimited damage.\u00a0 The best companies, no matter what size they are, take the time to make their hiring process a purely internal one.\u00a0 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.\u00a0 If your hiring process is not taken seriously there is no way that you can compete cost effectively.\u00a0 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.\u00a0 This can work but is very expensive, and not completely effective, compared to having great hiring practices.<\/p>\n
The bottom line is that your hiring practices dictate what you are and will become as a company.\u00a0\u00a0 If you don\u2019t acquire and develop good staff you won\u2019t have them to drive efficiency and innovation.\u00a0 Take your hiring process very seriously and consider how your company presents itself to a candidate.\u00a0 Remember, weeding out bad people is easy.\u00a0 Attracting good ones is hard.<\/p>\n","protected":false},"excerpt":{"rendered":"
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.\u00a0 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 … Continue reading Hiring IT: The Reverse Interview<\/span>