There are three challenges to solve:
- Context is everything, too often a bland comment is made “we want to hire top sales performers” without defining the criteria to look for. The hiring manager must first define the results the role requires. Then describe the skills, knowledge and behaviours needed to deliver those results.
- Assuming point 1 is completed if a candidate appears to meet the criteria we must ask are they just lucky or are they “the real deal”? Especially in software sales “right time, right place” can be a major factor in over-quota results. Alternatively if they don’t meet the criteria do they have the potential and how is that assessed?
- If they are the real deal then we must ascertain is the job role you need to fill what they really want? A top performer may be flattered by your job offer, can to afford to “try it out” but might easily quit. It is essential for both the hiring manager and the candidate to forensically examine the “job role fit” to avoid the disruption of a failed new hire.
So “we want to hire top performers” does need precise and detailed preparation and process to hire the right candidates. Both the selection process and interviewers need to be aligned to:
- If they are the real deal then we must ascertain is the job role you need to fill what they really want? A top performer may be flattered by your job offer, can to afford to “try it out” but might easily quit. It is essential for both the hiring manager and the candidate to forensically examine the “job role fit” to avoid the disruption of a failed new hire.
- Each interviewer must know which of the criteria they are to evaluate candidates against. Any overlaps in who asks what questions should be intentional and not random.
- Take notes both of the candidate’s answers to questions they are asked and the questions they ask including the order they ask them in. Both give an insight into the candidates perspective and interests.