Have you interviewed and hired someone only to have it not work out soon after? This week’s show discusses the importance of hiring people who will be successful in your company’s culture. Casey Kleindienst, a Management Professor at Cal State Fullerton and a consultant to small and medium enterprises, explores how to identify those individuals. He joins Etienne de Bruin to share how to screen candidates for emotional intelligence and potential risk.
Some ideas you’ll hear them explore are:
The interview process tries to answer two questions: Does this candidate fulfill the minimum requirements for the job? And will they succeed in the company’s culture? Culture and potential are the two most important variables to consider, Casey says.
Don’t hire resumes. Rather than the resume, look at the character. The character will give you a prediction of future performance. Hire people that have the potential to deliver value to your company in the long run.
Seventy percent of jobs come from the hidden job market, meaning they don’t get posted. Employers call people in their network and ask if they know suitable candidates.
Being able to teach people and bring them into learning is a skill that demonstrates that someone has actually mastered the craft that they’ve learned.
Decision making is a singular activity. If you assign decision making to more than one person, despite whatever discussion they have, they will eventually reach an impasse. They’re not going to be able to go forward because there are two opposing views and they both have equal merit in the eyes of the holders.
Instead of running from them and trying to get rid of them, you should work towards your weaknesses. On the other side of them, there are strengths.