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Hiring Success - Notes from a Prison Visit
Bob Ryan, About Purpose, Inc. ©2001
A little over a year ago, I began visiting a man in prison. He is the husband of a neighbor whom I like and respect and I wanted to get to know this man in her life. Over that time, he has become one of my closest friends. I have been impressed with his full acceptance of and remorse over his crime and the choices he has made in his life. But more than that, I have seen his passion for life. I have watched a burgeoning thirst for knowledge. I have witnessed his deep and lasting love for his family as he has grown from self-absorption to true self-sacrifice for his wife and daughter. And I have seen first hand the growth of wisdom. From my conversations with him comes some of the ideas for this very practical article on hiring.
My friend’s prison work supervisor was preparing to hire a new inmate to work in the department. The criteria he was using to make the decision was familiarity with the job and past experience. My friend suggested the supervisor slow up a bit. He suggested he watch the little things to tell him about the candidate’s passion and commitment. How prompt is he? Does he pitch right in? Does he demonstrate respect and interest in more experienced workers? Does he have a thirst for learning and stretching himself? After watching for a week, the supervisor hired a different man. He hired a man with less direct experience and the decision turned out to be the right one. This supports the axiom, “Hire for attitude. Train for skill.”
This conversation got me thinking about the practical side of hiring. What do people do who are really good at hiring? How do they make good decisions, time after time? I’ve talked to a lot of clients and here’s some of the wisdom they pass on.
Use your staff: Instruct your receptionist and other office staff how to observe the candidates. Give them a checklist with things on it like whether they used eye contact and respectful language; how they asked for the application; whether or not they initiated questions about the company or its products. Get one of the people most likely to be a future co-worker to give a tour and buy the candidate a cup of coffee in the break room. Ask them to report back to you later on the candidates’ behavior and demeanor. Use the same, specific checklist the receptionist had.
Use your work: If at all possible, give them a task to perform that is relevant to the position for which they are applying. It can even be a real task, perhaps along with one of your employees. Watch for how they perform it, that is, what is the attitude they take toward it and the other people with whom they have to interact? What is their openness to asking questions about the task and the outcome you expect? Do they seek any additional resources to help them? (Obviously, for purposes of insurance and legal exposure, you must be careful what kind of task you give them. Be careful not to ask them to do anything that could be remotely dangerous without the proper orientation and training. Check with your legal counsel.)
Use the interview: Start by asking them to tell you about themselves. And then listen. What are their likes and dislikes? What are their hobbies? Ask them to describe important relationships that helped shape them into who they are now. Try to get them to share what they think and feel about the kinds of products or services you offer. What do they want to know about you, your company, your product? In other words, listen to them before you talk very much. Listen for how much research they did about your company. Whom do they know inside your company? Did they do the simple things like look up your website and read your company brochure? You will see a more natural side of your candidates, not the side which conforms to what they’ve figured out you want to hear.
A woman I worked with for many years taught me to always interview in pairs, preferably male and female. Not only do you have an extra set of eyes and ears to pick up the hints we’ve been talking about, but you have someone of the opposite gender to pick up on gender dynamics (Men are From Mars, Women are From Venus).
Use the CEO: After the initial cuts, many CEOs like to personally involve themselves in the interview process. The effect on the candidates is enormous. This is an opportunity to share company vision; to articulate your appreciation of the value employees bring to the product or service; to make a personal connection; and to create a tone of open, respectful communication.
Use a social setting: One of my clients and his spouse always takes the finalists out to supper along with a guest – their spouse, friend, family member or significant other. (Yes, keep it that open. Your only purpose here is to help them feel comfortable by having someone with them they trust). How do they treat their guest? Watch how they interact. Watch how your candidates treat the wait staff, whether they say, “please” and “thank-you.” Do they show a sensitivity to you, to your spouse?
And speaking of spouses, many of my clients tell horror stories of how their spouse had a gut feeling about a candidate that my clients ignored – only to deeply regret it later. Their advice? Listen to your spouse.
To summarize, I don’t recommend prison to anyone as a school for good hiring. But I am indebted to my friend for reminding me that the most successful hires come from careful observation of candidates' work and personal attitudes and behaviors. Hone those observational skills in yourself. Or, at least, surround yourself with others who know how to look past the résumé into the person.