Most HR managers simply don’t have the time to evaluate the candidate beyond their resume. If it looks like they have diverse skill sets and communicate decently, they are hired in hopes that they’ll hit the ground running once on the job.
However, the reality is that getting up to speed takes time, and if you have the wrong candidate, they may never reach the level of performance you had hoped for.
One wrong hire can result in added costs, delays, and extra burdens for the company. So, when hiring design candidates, how do you get the most insightful information in the meeting to ensure they are a good fit for your team?
Focus on the following two skills:
The world is transforming digitally at lightning-fast speeds, and most organizations require tech-savvy employees to help them keep up with the pace of the change.
Hiring a candidate and finding the right fit for a job isn’t always as simple as checking off qualifications on a CV.They should have a demonstrable ability to work collectively towards a shared goal, comprehending the role they are hired to play on a holistic level.
Ensure the candidate has some experience and understanding of big data analysis, project management, software proficiency, etc. However, evaluating these and other technical skills in the interview process can be difficult. You could require candidates to take a test, present their portfolio, or both.
Many companies have begun requiring pre-tests prior to the interview when technical skills are involved.
However, candidates can learn technical skills. Behavioral patterns and values are much less likely to change or improve drastically.
Ask your interviewees to share specific scenarios where they had to leverage particular skills or navigate a tricky situation with others. Their answers can give you a more nuanced understanding of how the candidates see themselves and their team dynamics roles.
It’s okay to be critical when asking questions because real insight is often revealed more by follow-up and exploratory questions than routine interview questions about skills and experience.
Try to have candidates talk about:
- How they lead teams and view teamwork
- How they solve problems and help their teams come out on top
- Can they deal with ambiguity?
Get them to talk about their failures and what lesson(s) they learned. Conversations that revolve around past behavior and achievements are helpful, but a candidate’s reflection about how this experience can be an asset is the most relevant insight when hiring.
When hiring candidates, remember to focus on their experience and work skills and your organization’s needs. That way, you’ll be able to gain valuable insights into their capabilities.
Follow these three important rules to conduct and qualify the best fit for your team:
- Dive deeper into the questions and answers so you can create a conversation
- Keep the questions open-ended, allowing the candidate to express who they are
- Don’t accept hyperbole (exaggerated answers) – make sure you get to the truth and understand what candidates mean when they answer
The bottom line is that accurate assessment of previous performance and behavior is a well-known technique to precisely determine success and future performance. Take your time hiring people, really get to know them, and only then hire them. This due diligence can save you many headaches later on.
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