#screening applications

by Helen Antholis

Session #5 of 8: Summer Series: How to Be a Better Leader

Hiring the right people is a challenge and an opportunity. Unlike the stock market where "past performance is not an indicator of future performance," past performance in job candidates is a huge indicator!  It's a challenge to find the right person for the open position; it's an opportunity to bring someone into your organization whom you can help to succeed.

To minimize your risks and select the candidate with the most potential, you need a solid process for: 

understanding job requirements, 

screening applications, and 

conducting interviews.

Welcome, class.

If you are dropping in for the first time, click here for the Introductory Session posted on 7/5.

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Listen, Engage, Act, Dare to Change

As you know from the Introduction, we are covering 8 essential functions for a boss to master to work effectively and efficiently (we'll use "boss" for manager, supervisor, team leader, i.e., anyone who supervises others). As you read each post, think of how you'll be better at Listening, Engaging, Acting, and Daring to change. In other words, be a better LEADer. At the end of this post, enter into your notebook the actions you'll take to apply these behaviors to the function discussed. At the end of the 8 sessions, you'll have the most-personalized performance plan ever developed. Then you'll take the assessment again to discover your learning gain. Ready? Let's begin.

HIRING

Understanding job requirements

Before you write that job posting, be sure you thoroughly understand the position you need to fill. The job description is your "contract" with an employee. If one exists, update it. If none exists, have a professional help you describe the position in a way that makes sense and includes the actual knowledge, skill, and experience requirements.

You can't know if an applicant qualifies if you don't have a precise understanding of what the position is and what it requires. Job descriptions are useful in clarifying your thinking about the responsibilities for the incumbent and the role of the position within your team/department/organization. If you don't know what the job is, how will you be able to explain it at the interview?

Screening applications

The posting has been placed and applications are coming in. These days, there are more than you ever imagined. Before you look at the first one, establish a checklist of:

minimum skill and education requirements

preferred skills and education

required direct experience (types, years)

required related experience

industry knowledge/expertise

technology skills

Then, take each resume/application and compare it to your checklist. Sort applications into three piles:

Pile 1 is for perfect or nearly-perfect matches

Pile 2 is for possibilities (many factors are a good match)

Pile 3 for no match at all

Next, review Pile 2 for moving to either Pile 1 or 3.

Then, narrow down Pile 1 for contacting applicants for interviews.

Note: In some organizations, a committee may screen applications for you. Be sure that you have informed the committee about the position and your minimum requirements. 

Conducting interviews

Conducting interviews is the most challenging part of the process. In a short period of time, you need to assess how this candidate will perform in your organization.

PREPARE: Spend time preparing for conducting the interviews. Asking about experiences and past performance can help you assess their problem-solving and decision-making skills. Re-read the resume before the actual interview to refresh yourself on why you selected this candidate for an interview. To have a successful interview, you need to be well-versed on what you can and cannot say based on your country's laws. Prepare your questions and ask the same questions of each candidate. Leave space between each question so you can take notes. Make copies of each page and keep it with the candidates' resumes.

PUT CANDIDATES AT EASE: The candidates you have selected are excited and nervous about meeting you. Greet the candidates with a smile and handshake. If others are participating in the interview, introduce them. Do what you can to make the candidate comfortable. A glass of water is a nice touch.

BEGIN THE INTERVIEW: Begin by introducing yourself and explaining the process. Tell the candidate that you'll be asking a series of questions designed to help you assess the candidates' qualifications for the position. Explain that you are interviewing others and inform the candidate of next steps after the interview (e.g., how long it will take, who will contact them about the results, etc.). Tell him/her that they will have the opportunity to ask questions at the end. Next, give an overview of the position and how it fits in the organization. Let the candidate know if it is a new position or existing one. Now, ask your questions and take notes. End the interview by asking for any more questions and explaining the next steps again. Stand and shake hands, thanking them for coming in for the interview.

AFTER THE INTERVIEW: After all candidates have been interviewed, sort into 3 piles: Pile 1 is for definite second-interview candidates; Pile 2 is for possible second-interview candidates; Pile 3 is for no second-interview at this time (keep your options open). If you have too few in Pile 1, review Pile 2 for moving into Pile 1 or Pile 3.

Repeat the process for the second interview and make your decision based on your best judgment.

As a hiring manager, you need to:

Listen with compassion to yourself and others

Engage with empathy the hearts and minds of colleagues, managers, and staff in the process

Act with respect as you navigate inevitable challenges, and 

Dare to change old habits and mindsets about the process. 

Hiring: an essential element of being a better leader.

What are your thoughts on this? What tips can you offer that have worked for you?