Allow 45 minutes for an interview, preferably without colleague, or at most, two, joining in.Keeep your own talking to a minimum. You want the candidate to say as much as possible about theit understanding of the job, your company, their past performance. What did they do best? You are interested in their strength first, weakness second. Observe them carefully, taking into account body language and appearance.
Phychometric tests and handwriting analysis are some times used to evaluate candidates suitability. But these methods are no substitute for personal judgment reinforced by the person’s track record and references, and by any appropriate skill tests. Conflicts and rivalry within groups are counter-productive, so aviod candidate who display a degree of personal assertiveness that may fracture the team spirit.
Learing From Recruits
QUESTIONS TO ASK YOURSELF
Q What did I do wrong-did I recruit poorly?
Q Did the person lack the necessary support?
Q Have circumstances changed so that the person no longer fits the original job?
Q Is there another job in which they could succeed?
A leader can learn a great deal from new recruits by exploiting their knowledge of other organizations, methods, or ideas. They have the advantage of an outsider’s eye. Make time for conversations with recruits, asking them for their first impressions. Acting on their suggestions is an important way of promoting their confidence.
Recruitment failures will invitably occur, however much trouble has been taken. Whenever you contemplate dismissing somebody, always ask yourself “why has this happened?”. Learn from your analysis, and if the person can be ‘saved’ by making changes, make them. If not, don’t allow the person to stay after you have, consciously or subconsciously, decided against it. Explain your reasons fully to the individual, and be a generous as possible in negotiating severance. Also, ensure that co-workers know what has happened and why.