you who you want to interview.
Going through those resumes is
a tough job and, in truth, it’s hard
to know from a quick look at a
resume who the best candidate
will be.
Here’s an idea. Why don’t you
put off looking at those resumes
and get to it later? OK, here’s the
problem. Somewhere in that pile
of resumes are strong candidates
and they have applied to several
jobs. They are going to take the
first enticing offer, and if you’ve
delayed the process then by the
time you get around to asking
them for an interview, they’ll be
long gone.
The process that most
experienced managers follow is
to take a quick look at a resume
and put it in one of three piles:
“Yes,” “Maybe,” or “No.” At the end
of the first sort, if you have too
many in the “Yes” pile you take a
second pass and narrow it down.
If you don’t have enough in the
“Yes” pile, take a second look at
the “Maybes.”
In the unlikely case that you don’t
have any suitable candidates,
then it’s time to book a meeting
with HR so that you can (no, not
so you can yell at them) work
together to figure out how to
attract a better set of candidates.
5. Scheduling Interviews
Why does the process of
scheduling interviews rate as
the status of a full step in the
process? It’s because it’s an area
where hiring managers (like you)
often mess up. HR has the short
list and asks you to find time to
interview them. Trouble is, you’re
one heck of a busy person so
it’s hard to find time for those
interviews.
You might even think, “My job
is running this department, not
filling vacancies.” How wrong
you are! A crucial part of your job
is bringing in new talent. Invest
time and effort in filling those
vacancies, and it will pay off big
time. The bottom line here: get
those candidates scheduled for
interviews as soon as possible.
That gives you your best chance
of getting great people before
they’re snatched up elsewhere.
6. Conducting One or More
Interviews
This is really where the rubber
hits the road. Here, you should
partner with HR since they will
know a lot about how to conduct
an effective (and legal) interview.
You will know a lot about the
specific skills you need for the
role. Work with HR so that you
have good interviews. Ask for
their advice. Listen to their
opinions. Heed their warnings.
Well, that’s certainly a handy
little checklist! However, you
still need to be aware of bias.
Choosing the wrong candidate
due to predisposed biases is an
expensive mistake. (Got money to
burn?!) The decision can be way
costlier to your company than you
might think. For example, should
you have to train a replacement
due to a biased hire, your
team’s productivity and morale
may be negatively affected.
(Tornado Warning: Take cover!)
Additionally, there will be a cost to
the company for sourcing, hiring,
and training the replacement
employee. On the other hand,
making a suitable, unbiased hire
can help establish a culture of
high performance and excellence
on your team.
Reducing bias and increasing
fairness and validity in hiring
practices can, therefore, increase
your retention rate, so you won’t
need a ball and chain to keep
employees around. Furthermore,
many biases violate state and
federal employment regulations;
let’s do all we can to reduce bias.
Recruiting The Right Way
This article is an excerpt
from HR.com’s book, HR
Fundamentals for Non HR
Managers which is part
of the reading materials
for the course HR for Non
HR Managers. This course
was developed to enhance
a manager’s partnership
with HR, improve team
performance and avoid
headaches in complying with
national, regional, and local
labor laws, or as we like to
put it, “the stuff that your HR
department wishes you knew
or wishes you were doing as a
manager”.
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