3 Tips on Recruiting the Right Person For the Role
Hiring the right person can be tough. Sometimes we feel that we need a position filled right away, but it is important to avoid decisions based purely on convenience; convenience can often come at the cost of suitability.
Here are 3 points to keep in mind when you are fulfilling a new placement:
- Think long-term rather than short-term
You should always think long-term instead of short-term wherever possible. This is especially true in start-up companies where resources such as time and capital are of greater essence than, say, a big business where turnover rates are higher. Although it may feel as if you must find a person for a position as quickly as possible, often waiting longer will yield better results. As people are at the heart of any successful company, these results could make or break a start-up.
- Look for direct and proven experience:
Of course, education is important in the hiring process – but in today’s job market, it serves more as a minimum requirement for many positions, rather than a free ticket. Relevant experience and other qualifications should be prioritised highly. Moreover, when we think of ‘relevant experience’, we mean proven experience, rather than simply words on a CV without an accompanying example. If experience is not proven, then this may mean that they will require a period of learning and adaptation to allow them to fulfil the role as required – a learning curve that another candidate may not have needed, and a learning curve that could prove problematic for the company.
For example, one person states that they can handle deadlines, simply by referencing the heavy workload involved in their degree or other qualification. Another person, however, gives an in-depth example of a time at a company where they had to employ certain time-keeping methods, planning for contingency-time, and perhaps working extra hours to finish a specific project. The latter example is more impressive, because it displays direct experience and proven ability. Look for someone who has a track record of X, rather than somebody who is less confident at attempting X or is attempting X for the first time. The idea is that you do not want to take a gamble with an employee; you are looking for a candidate who has already done what you need done, and well.
3: Engage other employees in the hiring and interview process
Make the employment process a collaborative one. You are not the only person that will be working alongside the candidate, and other colleagues’ opinions matter too. Introduce the candidate to colleagues, and gauge their behaviour. A person can change greatly when they move from opposite a desk to touring a workplace and interacting with staff. It is also important not to overly-rationalise the hiring process; candidates should always be a good social fit for the company, too. A recent survey asking ‘what is most attractive to prospective hires?‘ showed that 38% of participants ranked a “fun, engaging, company culture” as the most attractive quality of a business1.
In addition, if you are the one applying for jobs, and are looking for ways to improve your employability, then adapt this advice accordingly: be friendly, and ensure your CV has proven experience. Always strive to think of yourself from the point of view of the employer: how can you tailor yourself better to the role and prove that you can do so?
The overall message, then, is clear: be careful, deliberate, and analytical about your hiring process, rather than hiring based on convenience. This is especially true for start-up companies. Good luck!
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