Part Two: How To Avoid Hiring the Wrong Person When You are Growing Fast
September 22, 2020
By: Steve Tafaro, Advisor at BluWave
Last week, I wrote about the fact that when you’re poised for growth and moving fast, putting the right people in place is just as important as developing a business strategy. However, you’d be surprised how many leaders underestimate the importance of finding the right fit. In addition the first common mistake I see— treating talent acquisition as tactical and reactive versus strategic and proactive—the second common mistake I witness time and time again is overlooking the cultural fit.
In a commoditized world, a company’s culture stands out as the most powerful and sustainable opportunity to create a competitive organization. As we look to recruit the “best athletes” we often hire based on experience and overlook cultural fit. The culture in which people operate has a direct bearing on their performance; and the performance and retention of the people they manage. In fact, the number one reason a person leaves a company is because of their manager or boss.
One of the best ways to avoid these obstacles is to develop a standardized interview process. According to a 2015 talent acquisition study by Glassdoor, organizations that lack a standardized interview process are five times more likely to make a bad hire. Managers must be given the tools to formulate good questions and evaluate candidates. Behavioral interviews can determine if the candidate would fit well into the company culture. It also provides insight into a candidate’s past experiences, skills and abilities that relate to the position for which they’re interviewing. Here are some examples of behavioral-based interview questions and what you’ll learn from the candidates’ answers:
What attributes do you look for in a company when applying for a position?
You will be able to see if a candidate’s values and aspirations align with those of the business.
What are your pet peeves?
You will discover what irritates, agitates and infuriates a candidate; if those things exist in your environment move on to the next candidate.
Have you ever found an error in your own work? How did it happen, and what did you do about it?
You will determine whether a candidate can admit and learn from their mistakes, or if they prefer to shift blame and render themselves blameless.
What types of decisions are easiest for you to make and which ones do you find most difficult?
Probing in this area will enable you to assess whether the candidate is inclined to fully buy-in to their job responsibilities and make decisions that are in the best interest of the company.
How do you accommodate last-minute changes?
Some people become very stressed in an environment of constant change. You will want to assess this when interviewing for management positions.
Give an example of a time when you faced an ethical dilemma at work. How did you deal with it?
This exposes a candidate’s personal belief system and what they hold dear. Their answer will tell you if they’re a good fit for your company culture.
Tell me about a time you set challenging goals. What did you do to achieve them?
You’ll learn how a candidate approaches setting goals for themselves, and if achieving a successful outcome matters to them.
Tell me about a time you disagreed with a decision. What did you do?
By evaluating the candidate’s response, you should be able to tell if the candidate views differing opinions as constructive, as conflict or as an insult. Their reaction can also give insight into passive-aggressive or openly aggressive tendencies, which are undesirable in any environment.
For more information about resources pertaining to talent planning and talent acquisition processes, please contact BluWave. We have experts who can help you win!
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