Hiring Top-Notch Employees

A weighting-scoring model allows objective overview of subjective information. By setting criteria, or standards by which a judgment can be formed, and then assigning importance to each criterion-giving weight, a manager can make objective hiring decisions.

The first step is to establish criteria. There should be established grading criteria. Each job has some different criteria—a manager position has different requirements than a service clerk. You might choose to test both the manger and the clerk on their cash register experience by having them actually operate a cash register. Then, you would record the score of the test on the weighting-scoring model you created. For the example job, service clerk, you can see the criteria displayed on the chart labeled, Weighting-Scoring Model: Service Clerk.

After determining the criteria, the next step is to weigh specific criteria in regard to its importance and your needs. In the model form, criteria five: “previous retail experience” received a weight of 25 percent, while “previous customer service” received a weight of 15 percent. Both have a higher weight in relation to the remaining criteria, because it is assumed that job candidates who have had previous experience will possess many of the necessary skills that are desired (i.e., customer relations skills, cash register experience).

Once you’ve established value for each criterion, you can begin gathering information through the interviewing process to complete the model; use the questions you prepared and any tests you many want to administer. To save time, a simple math test can be administered at the same time the candidate is filling out the employment application.

The final stage of the process is scoring. Using the data from the information-gathering step, it is simple to fill in the “score” section of the weighted model. The example candidate received high scores on criteria numbers two, five, seven, and eight; she scored a B on the math and three out of five on the Motor Vehicles Department (MVD) record.

Referring to the chart labeled “Weighting-Scoring Model: Service Clerk” it is obvious that this candidate would be a good one for hiring since she met the criteria and scored high overall.

Ending an interview can be just as awkward as beginning one, so set strict parameters and time limits. While 16 minutes is usually enough time to determine the qualifications of any candidate, allow 30 to keep it more sociable and leisurely. Announce the time limit is ending, and end decisively. If the candidate is strong, let him know your interest. Otherwise, simply provide a time frame in which he can expect to hear about your decision.

References

There are only two ways to handle references: thoroughly or not at all. If you decide to be thorough, which is recommended, there are a few rules to follow. The person who will be the candidate’s supervisor should check references. Only he knows the pertinent questions and responses he is seeking.

Check references as soon as the candidate gives you clearance to do so, and do not base your decision solely on letters of recommendation, which anyone can write. Always follow up with a phone call. This will also help you to gauge the level of scrutiny provided by the reference. Call as many former employers as possible, especially those who were not listed as references. Most candidates only list those who will give them positive reports.

Recruiting, resume selection, interviewing and verifying references are all essential during the hiring process. These tools and models provided in this article should properly equip and prepare you for a successful hire. In the end, what you want is the kind of employee you would want if you were a customer.

Authors: David Blum, Blum Management Services Inc., and

Dan Titus, Deerland Enzymes.

Sidebar:
Quality Questions
Get beyond the interview persona and discover the real employee with targeted questions.
-Describe the type of people who most annoy you. (This should identify characteristics the candidate does not see in him/her self.)
-Describe the types of improvements you would make at your previous job if you could. (This will help you gauge the candidate’s creativity and general sensitivity.)
-Why have your chosen to make a job change at this time? (Be aware of candidates who bad-mouth former supervisors and coworkers.)
-What are your expectations of a new employer in terms of support and assistance? (Equilibrium is important here. Watch out for applicants who seek too little or too much.)
-Can you give me examples of emergencies that require you to reschedule your time? (This is a good way to determine if an employee is willing to go the extra mile.)
-What did you like about the last company you worked for? (This helps identify qualities the candidate admires.)
-What has been the most interesting assignment of your career? (This will help you determine how the candidate responds to challenges.)

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