Conducting
Interviews
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.
Judging
Suitability
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?
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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.
Handling Misfits
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.
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