By Michael Matalone

In order to remove the typical subjectivity that most people use as a basis to hire (“I like the person or they were referred by a reliable resource, so they must be good”) and replace it with objective, facts-based decision-making criteria, you must have an organized process that ALL of your hiring team must be intimately familiar and in alignment with. Too many companies just wing it, and this is the first mistake that leads to a bad hire.

Unfortunately, many people believe that the success in hiring top talent is predominately based on finding the right person, which is why so many companies are willing to invest so much in a professional recruiter! But realize this: no matter who is finding you applicants; you and your hiring managers now have to interview and decide who the best one is, and this means that you and your hiring team need to be good at all of the steps in the process.

If you already have a process, then perhaps you can gain some additional ideas on ways to make some improvements. If you don’t have one, then the following will provide you a simple, easy-to-implement process that all of your hiring managers can implement to make better hires.

The XP3 Talent System Process

Review resumes and determine if they meet the pre-established search criteria listed in the Position Profile and then email the SQ to those candidates. Review all returned SQ’s and determine if they should be sent a personality profile that will help identify if they possess the “right” behaviors required to be successful in the job. This will help you decide who you should interview and provide you with objective information to formulate your interview questions.

To get a free example of an XP3 Screening Questionnaire or learn more about personality profiles, email me mike@Xp3Talent.com

  1. Define your search criteria that is necessary to fill your applicant pipeline. Typical job descriptions describe tasks and desired behaviors, and these will NOT help you find the talent you are seeking. Finding talent is based on searching for Key words (Boolean search) that are critical to the role that can be found in a resume or LinkedIn profile. The XP3 Position Profile will help you identify the information needed to identify the right applicants and will also help you create an email template you can send to passive candidates and an advertisement (post) that you use to attract proactive applicants to want to explore your opportunity. Contact us for a copy of the Xp3 Position Profile by emailing mike@Xp3Talent.com

 

  1. Source applicants:To find top talent, you need to cast a wide net and this means having access to search the entire database of a handful of the appropriate job boards, and LinkedIn. Keeping in mind that top talent are typically not looking for a job, you have to conduct a search to find them. But this is not rocket science but does require paying licensing fees. Then an entry level person that knows how to conduct a Boolean search and then make the initial contacts.

 

  1. Pre-screen applicants: As you are filling your applicant pipeline, you need an effective, streamlined, objective process to narrow it down so that you are only spending time with pre-qualified candidates who are worthy of your time. The XP3 Screening Questionnaire (SQ)will help you accomplish this by:
    • Determining if they possess the required knowledge and skills to be successful in the role.
    • Revealing signs of intelligence based on how articulate their responses are to each question asked.
    • Seeing if they can follow the instructions in the invitation email and SQ
    • Identifying behaviors: if they have a sense of urgency based on how quickly they complete the SQ. The SQ should contain about 6-8 open-ended questions vs. questions that elicit yes or no answers. The questions ask the applicant to explain in detail “how” they do specific critical functions of the job to accomplish the necessary results.

Review resumes and determine if they meet the pre-established search criteria listed in the Position Profile and then email the SQ to those candidates. Review all returned SQ’s and determine if they should be sent a personality profile that will help identify if they possess the “right” behaviors required to be successful in the job. This will help you decide who you should interview and provide you with objective information to formulate your interview questions.

To get a free example of an XP3 Screening Questionnaire or learn more about personality profiles, email me mike@Xp3Talent.com

 

  1. Manage candidates: It is important to maintain a Candidate Status Report to help you keep track of who and when you sent the SQ to, and when they completed and returned it. We have found that most “A” players complete it within 24-48 hours, which is an indicator of a proactive person. This will also help you to keep track of the time from identification of an applicant through each step of the process. Many candidates get frustrated with the lack of urgency on companies to appropriately follow up with them after you initiate contact with them and this makes your firm appear as an undesirable place to work. There are many Applicant Tracking System (ATS) available you can license to help with this, or you can simple use an Excel spreadsheet to keep track of the process and communication flowing. If you would like to learn about our ATS, The Xp3 Talent System, email me mike@Xp3Talent.com

 

  1. Take time to prepare for your interviews: Prior to the interview, review the candidate’s resume, screening questionnaire and personality profile. Based on each, determine what questions to ask, what responses to expect and how best to structure and conduct the interviews.

 

  1. Conduct your first interview: The first interview should only involve one or two of your hiring managers and not last more than 60-90 minutes with each person. The objective of this interview is to determine if a second interview is justified and at this point has nothing to do with whether you like them or not. It’s all about determining if they can do the job based on their ability to convince you that they have the specific knowledge and skills to do the job. The second interviewobjective is to drill even deeper so you can pinpoint where they are strong and where they will need to be trained. It is also about helping them make a good decision if this is truly what they want to do and where they want to do it. Full disclosure is necessary at this point to help them understand the reality of the situation including what resources they will and will not have, who they will work for (the personality and management style of their new supervisor), what co-workers, the company culture, etc.  The second interview should last at least 2 hours or more and include as many other hiring managers as possible who should all be prepped and prepared prior to any interviews.

 

  1. Candidate review and hiring decision: Conduct a meeting with all the hiring managers to discuss and evaluate the final candidates and select the best candidate for the role and your company.

 

To learn more about this, download my e-book: Hire, Train & Retain:  How To Get The Right People in the Right Roles Doing the Right Thing