Are You Hiring the Right Person? Here’s How to Get it Right

Ask any professional what the most difficult part of their job is and chances are they’ll tell you it’s hiring. Indeed, few tasks are more challenging and fraught with risk, which is why many practice owners suffer poorly performing employees out of fear they can’t do any better. And although many ascribe their hiring successes to pure luck, there are steps you can take to ensure you end up with the right person for the job. 

Advance Planning

When faced with a sudden departure or a large new contract, many firm owners look to get someone in the door as quickly as possible and hire an available friend, a relative, or an employee’s acquaintance with relevant skills or experience.  Unfortunately, quick and haphazard hiring usually backfires; to do it properly you need to take your time and plan carefully. Factors you should consider include:

• What are you hiring for? You need to be clear on the person you are looking for and the position you are looking to fill. Do you want experience over education, more education than experience, or a combination of both? Do you need a full-time, part-time or casual employee? Is it is temporary or a permanent position? 

• What will the new employee do? A position description details the tasks and duties the person will undertake, who they will report to, the level of responsibility or decision making they will have, and the qualifications they require for the job.  A well defined position description provides a benchmark for judging all applicants and will also prevent future misunderstandings because it spells out what the new employee has agreed to do.

• What will you pay? Do you know how much you should pay for the position?  To arrive at a fair rate, consider these factors:
  • The amount of money that reflects what the market pays for the same or similar job
  • The amount you may have paid in the past for the same position
  • An approximate amount when you compare the pay for similar work in your firm
  • The amount for someone with little or with a lot of experience in the position 

With a clear idea of the position you are looking to fill and the person you are looking for, pass the word to your network, colleagues and friends, advertise the position and get ready to conduct interviws.  

The Interview

To make the most of each interview and procure the information you need to properly assess and compare applicants you need a plan. Key elements include:

• Participants: you can interview by yourself or with another team member. Doing it alone simplifies scheduling, but having another set of eyes and ears and someone to compare notes with can be very useful. If the position is very junior, you can even have another employee conduct the interview.

• Duration and structure: Plan on 1 hour for each interview and allot 15 minutes between interviews.  Divide the interview hour into three sections: the first encompasses introductions and questions on the applicant’s background, skills, experience and interest in the position. The second focuses on behavioural and emotional-intelligence questions. The last part of the interview is for exchanging free-form information, asking additional questions, telling the candidate more about the practice and for giving the applicant time to ask questions.

• A list of questions: A prepared list of questions is critical to ensure you ask every candidate the same questions and avoid missing important information. As well, a list allows you to concentrate on the answer instead of thinking about your next question. There are two types of questions to ask:
  • Questions about the applicant: work experience, education, unique skills and experience, interest in the position, career objectives, skills and techniques the applicant would like to learn;
  • Behavioural and emotional intelligence questions: Clients’ satisfaction with your services is based not only on your professional competence and skill, but also on the quality of their experience and the relationship they establish with you and your employees. Before hiring, you need to ensure that your new employee has the ability to use their emotional intelligence to manage client and office relationships.  Behavioural questions provide an insight into how applicants manage conflict and on their ability to use deductive reasoning and express themselves in a positive and clear manner. Use scenarios or describe a situation and ask applicants how they would respond, or what they did to resolve a conflict or clarify a confusing situation.

• Remember to make notes throughout the interview!

Selecting the Right Candidate

Selecting the right candidate is exciting and challenging. Sometimes the choice is evident and you can proceed to make reference calls, but usually you’ll end up with 2 or 3 candidates on a shortlist. This is where a structured list of questions and copious notes are invaluable. Review them carefully. As well, do not discount your instinct and listen to that little voice telling you that something’s ‘off’ regardless of the stellar credentials or experience.

If you are still having trouble making a decision, invite candidates back for a second interview. Use the follow-up meeting to further explore their interest in your firm and their desire to work with you. Hire the person who is the most eager to join your team - remember that interest and eagerness can override a lack of certain skills or experience.

The Reference Call

Reference calls can be tricky, especially since many companies have “limited reference” policies to prevent lawsuits for slander or defamation. Nevertheless, persevere; your goal is to speak with someone who has worked with the applicant instead of a general reference. If you find that you aren’t getting the information, consider contacting another reference. Questions to ask include:

• How long did this person work for you?
• What position did she/he hold?
• Who did she/he report to?
• Was she/he promoted within the company?  If not, why not?
• Did she/he work with clients?
• Provide an example of the person’s best client relationship and what she/he did to make the relationship work?
• Provide an example of where and how she/he could have improved a client relationship and whether she/he was able to do so.
• How did her/his skills and ability compare to those of other employees?
• How did she/he work with other employees?
• Was she/he a role model for other employees?
• Would you her/him again if there was an opportunity? 

Confirming Employment

You’ve made your choice. Congratulations! Call the succesful candidate and confirm your offer in writing. Request a response by a specific date and wait until the candidate accepts your offer and signs the letter before you contact the other applicants – or you run the risk of having your offer rejected after you’ve told the others the position is no longer available…

Planning a Successful Integration

Having put so much time and effort into hiring the right person, you should help your new employee settle into your practice through an orientation program. This is often a challenge for small firms, but it is critical to ensure that you both are happy with the results of the job search.

Sharpen your hiring, practice your interview skills and learn how to design and implement a successful orientation and probation program ,   by attending “Increase Your Odds of Hiring Right” on June 15 or July 18. Details here.

Two Professionals Explain Their Approach to Hiring

Every business owner looks for smart, personable and dedicated employees. But it’s one thing to sell cars or computer equipment and another to deliver a critical service that profoundly impacts a person’s or a company’s health and wellbeing. Managing something as vital and personal as people’s money or providing a nerve-wracking service like dentistry calls for a team with employees that have great empathy, tact, maturity and common sense along with their professional skills and experience.

Oomph talked to Janine Purves, a Certified Financial Planner affiliated with Assante Capital Management and to Dr. Ellen Dayan, a dentist with a practice known for its holistic and personable approach, to find out how they go about hiring new staff.

What's New at Oomph

 Oomph Workshops in May, June and July

• Increase Your Odds of Hiring Right, PR 101, Delegating Without Losing Control,The Sole Practitioner as A Thriving Enterprise, How to Get Top Performance From Your Staff, What If? See Events for details.

Back by popular demand: Oomph @ ARIDO

• Oomph's program "The Sole Practitioner as a Thriving Enterprise" was a sold-out success at the Association of Registered Interior Designers of Ontario's AGM in March. ARIDO has now invited us back to present the program in Toronto and Windsor. See Events for details.

Oomph Joins ARIDO

• Oomph is now a full-fledged "Industry Ally" member of ARIDO. The interior design community has quickly recognized the value of our programs, demonstrating their talent for innovation and savvy trend spotting. We are delighted!

Oomph Partner to do Marketing Pirouette

• Oomph partner Johanna Hoffmann has been invited to join the Board of Directors of Ballet Jörgen Canada, one of the fastest growing arts organizations in Canada. Ballet Jörgen’s innovative and unique ballets annually draw a diverse audience of 60,000 people – one-third of whom are new to dance – in 50 communities across the country. The company’s twenty year history as a commissioning body for new works has made it a national centre for choreographic development, producing over 100 ballets by some 40 different choreographers. Johanna will work with Bengt Jörgen, his team and fellow board members to strengthen BJC’s branding, marketing and communications activities. Learn more about this special and exciting company at www.balletjorgen.ca