In my line of work, I get to see both sides of the hiring coin: those intimidating hiring folks who wordsmith these incredibly verbose, extensive, and overreaching job descriptions, as well as the intimidated, apprehensive, and nervous job seekers who have rehearsed every possible interview question while changing their wardrobe at least three times.
This has allowed me the acute perspective of both finding the right people for the right job and convincing the decision maker that she/he has found the right match.
For those doing the hiring there are two specific strategies I advise you to implement. (For job-seekers, this is important for you as well as you can learn what should be going on behind that desk you are sitting in front of.)
Go beyond a job description with measurable goals and ideal qualities
Most job descriptions aptly explain what tasks the employee must complete. But there is a world of of measurable metrics beyond the "to do" list.
GOALS and EXPECTATIONS. What should this employee be accomplishing in 30, 60, 90 days? Explain the vocational trajectory to potential employees: where the job will begin and how this can lead to a rewarding career.
In most vocational careers, personality is an integral part of the job. Employees need to work with internal teams, outside vendors, and customers.
Be completely aware of the ideal qualities you desire in your candidates. I saw one CEO, George John of the startup Rocket Fuel, say that, "The most important characteristics to me are intellectual honesty and courage--meaning, in a start-up there are things that are going to go well and things that aren't. But, there's another flavor of the ideal employee--someone who is very intellectually curious."
Seek a prospective staff member with inner character. Discover what motivates her to succeed, what excites her. How to discover this, you ask? The interview, which brings me to the second bullet.
Ask the right questions
You know all of those old standard interview questions like, "what are your strengths and weaknesses," "where do you see yourself 5 years from now," and "describe your management style." Well, according to Kevin Kelly, a CEO of an executive search firm Heidrick & Struggles, you can forgetaboutem.
There are only three true job interview questions: a) Can you do the job? b) Will you love the job? and c) Can we tolerate working with you? Pretty simple, isn't ist? Ask them these questions, and you'll learn everything you need to know.
If that's a little out there for you, then just think about the point behind the questions. Ryan Mack, a partner at TruYuu, an online service that helps people present themselves as more than just a resume, suggests that "a good interviewer gets the applicant talking about what he did, how he did it and why he did it that way."
This is accomplished by asking open ended questions ("describe what your primary responsibilities were in your last position," "give me an example of how you exceeded those responsibilities," for instance) that require the applicant to paint her experiences in detail.
You should be looking for personal experiences and perspective. Does he fit the organization as well as the position? Will he be a superstar? If not, then keep looking.
The best interviewee I know, my friend Eddie Stark, was once asked in an interview: "Can you talk to me about how you deal with rejection? We both know you can't make every sale, that you're going to lose some, that you can lead a horse to water, but you can not make him drink it. So how DO you handle rejection?"
Said Stark," Sir, I mean no disrespect to you, but my job is not to make that horse drink, it's to make him thirsty!" He told the employer everything he needed to know.
Please share with me how you identify the best talent for your organization.
This has allowed me the acute perspective of both finding the right people for the right job and convincing the decision maker that she/he has found the right match.
For those doing the hiring there are two specific strategies I advise you to implement. (For job-seekers, this is important for you as well as you can learn what should be going on behind that desk you are sitting in front of.)
Go beyond a job description with measurable goals and ideal qualities
Most job descriptions aptly explain what tasks the employee must complete. But there is a world of of measurable metrics beyond the "to do" list.
GOALS and EXPECTATIONS. What should this employee be accomplishing in 30, 60, 90 days? Explain the vocational trajectory to potential employees: where the job will begin and how this can lead to a rewarding career.
In most vocational careers, personality is an integral part of the job. Employees need to work with internal teams, outside vendors, and customers.
Be completely aware of the ideal qualities you desire in your candidates. I saw one CEO, George John of the startup Rocket Fuel, say that, "The most important characteristics to me are intellectual honesty and courage--meaning, in a start-up there are things that are going to go well and things that aren't. But, there's another flavor of the ideal employee--someone who is very intellectually curious."
Seek a prospective staff member with inner character. Discover what motivates her to succeed, what excites her. How to discover this, you ask? The interview, which brings me to the second bullet.
Ask the right questions
You know all of those old standard interview questions like, "what are your strengths and weaknesses," "where do you see yourself 5 years from now," and "describe your management style." Well, according to Kevin Kelly, a CEO of an executive search firm Heidrick & Struggles, you can forgetaboutem.
There are only three true job interview questions: a) Can you do the job? b) Will you love the job? and c) Can we tolerate working with you? Pretty simple, isn't ist? Ask them these questions, and you'll learn everything you need to know.
If that's a little out there for you, then just think about the point behind the questions. Ryan Mack, a partner at TruYuu, an online service that helps people present themselves as more than just a resume, suggests that "a good interviewer gets the applicant talking about what he did, how he did it and why he did it that way."
This is accomplished by asking open ended questions ("describe what your primary responsibilities were in your last position," "give me an example of how you exceeded those responsibilities," for instance) that require the applicant to paint her experiences in detail.
You should be looking for personal experiences and perspective. Does he fit the organization as well as the position? Will he be a superstar? If not, then keep looking.
The best interviewee I know, my friend Eddie Stark, was once asked in an interview: "Can you talk to me about how you deal with rejection? We both know you can't make every sale, that you're going to lose some, that you can lead a horse to water, but you can not make him drink it. So how DO you handle rejection?"
Said Stark," Sir, I mean no disrespect to you, but my job is not to make that horse drink, it's to make him thirsty!" He told the employer everything he needed to know.
Please share with me how you identify the best talent for your organization.
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