You are having issues with an employee and nothing seems to help the case. You’ve tried it all, but it appears that you might have hired the wrong man, to begin with. Does this sound familiar? If this has happened to you, here is how you can hire the right person for the job in the first place:
Write a Comprehensive Job Description
Interview the person who is currently holding the position in question and write an exhausting description. Have a list of essential credentials, soft & hard skills, degree & training. Consider paying a professional writer to take up the task.
Determine the Needed Personality
Consider both the environment and requirements for the job, don’t forget the people whom the person will be working with. Include this in the description.
To give you an example, a small company of 3 partners was hiring someone to help them out, basically, their first support member. They have nailed the skills and experience they needed but overlooked key character traits of a support person such as willingness and desire to help others. Having three bosses would require patience, resilience, and flexibility to get along in the small office of four. Not every person, even with the right skill set, can succeed in such an environment.
Use the Interview to Consider Personality
Pay close attention to the facial gestures, speech, and movement, as they say, a lot about the person’s curiosity, complacency, dominance or irritability. You can take it one step further by inviting a coach or studying nonverbal communication yourself.
Extravert or Introvert?
Having people around drains an introvert, extraverts, on the contrary, tend to derive energy from people around them. Every person has their set of strong suits, but you have to understand what the job requires.
Examine What Their Natural Talents
Natural strengths and talents are the things that people are innately good at. Things like positivity, focus, striving to maximize whatever they pick up and other traits can be effortless for those who’ve been doing that from birth. Depending on the job, ideally, you’d want to look for people who are ‘naturals’. They possess desired qualities and exercise them as naturally as you draw a breath.
Out Their ‘Soft’ Skills to the Test
How does a candidate handle oneself under pressure? Can they successfully manage their emotions? Does the candidate get along with people? Go into the interview to answer these questions. You can go as far as practice interrupting the candidate or set up other situations to see how the person reacts. Ultimately, be honest with yourself — would you like to work with this person? What’s your gut feeling about this?
Assess Their Emotional Intelligence
Person’s emotional intelligence can be seen and evaluated based on how they treat other people and themselves in both emotional and social areas. What on first glance may seem like the most qualified candidate, can end up being unfit for the job due to not being able to get along, lacking common sense, flexibility, empathy, or being unable to take control over their emotional state.
EQ assessment becomes progressively more important the higher up the person is applying. In addition, studies have revealed that the people with lower EQ burn out more quickly.
Pay Attention to EQ Competencies
The assessment will reveal an overall score as well as a ranking of particular competencies. This data should not be overlooked as by using it correctly an organization can save a significant amount of money. For example, the US Air Force have found that recruiter who scored high in happiness, empathy, self-awareness, and assertiveness had been the most successful. After putting this knowledge into practice, they manage to save over $3 million of the annual budget.
How Resilient Are They?
Resilience plays well in any position. The article published by the Wall Street Journal attributes resilience to be the core factor in stress management.
Are They Able to Learn?
Alvin Toffler once said, “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn and relearn.” The willingness and ability to learn should be among the key qualities to look for in the Information Age.
To conclude, hiring a worthy candidate will take looking beyond credentials, experiences, and degrees. People may not know themselves well, and even more so, they don’t know the culture they are applying to work at. The responsibility to ensure they’ll be fit is on the hirer. It is your job to figure out whether they are going to be good at the job, are they going to enjoy it, will they tolerate stress, or be willing to learn.