Colleen on Careers

Give careful thought to who will help you make the best decision in hiring a new employee. Though you have already set up clear guidelines for the interview, hiring is still a subjective process. The more perspectives you get on a candidate's qualifications and fit for the job, the more likely you are to make a good hire.

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We can help you with these tips and tailor them to your company and individual hiring situation. For more information, e-mail Colleen at ceddy@poynter.org or call her at 727-456-2331. Background on Poynter Career Center Sign up to receive Colleen on Careers by e-mail.

Checklist for Determining Interview Participants

• Who is part of the interview process? Decide which managers or colleagues will be involved. In some cases, the head of the company will want to be involved in certain hiring decisions.
  
• What will they ask the interviewees? Share the interview process, competencies, questions and ratings with your colleagues. Help them understand your criteria for filling the position.
  
• How will their feedback help you make a decision? Ask for their perspective on what the position has done for the organization in the past and what they hope it could do when you fill it this time.
• What will they say about the company to help you capture the best-qualified finalist and to sell that person on your company over a competitor? Discuss what your colleagues love about their jobs and the company, positive aspects of the work culture and extracurricular activities such as sports and events.
  

Determine the Interview Process

• Will human resources pre-screen candidates?
• Whom will the finalists meet with?
• What questions will you ask of all interviewees to ensure they have the skills for the position?
• Will each of you ask these questions or will you divide them among various interviews?
• How will you record candidates' responses?
• How will you assess those interviewed?
• Using the competency ratings you've created, rate the candidates to ensure a fair and equitable process.
• What "tie-breaker" will you use to decide between candidates who appear to be equally qualified?
• Who will place the offer? What will be included in the offer? How will you ensure it is within budgetary needs and compensation guidelines?
• Will you negotiate with the finalist? What is negotiable? (Salary, vacation, COBRA insurance, relocation costs, start date, hours, schedule?)

Next week: Don’t overlook introductions to your own department.