The responsibility of interviewing and selecting new employees is never an easy one. It’s definitely not for the faint of heart.  One of the cold, hard realities of hiring is that you—the interviewer—are making a decision that most certainly will cost your organization tens of thousands of dollars (if not hundreds of thousands over time), with no ironclad guarantee that the organization will be any better off for such a hefty investment. 

Let’s face it.  Interviewing is an inexact science.  A seemingly infinite number of variables can affect the ultimate outcome.  That coupled with the ever present gnawing fear that whatever happens with this new hire—good or bad—you will be forever known as the person responsible for hiring this organizational turkey or gem (pick one) in the first place. 

So what’s a leader supposed to do?  Step back and delegate the total responsibility to subordinates?  Rush out and hire a “headhunting” firm (a.k.a. employment agency) to do your dirty work for you?  Flip a coin?  Or slink away to the furthest corner, cowering helplessly while sucking your thumb and hoping all the responsibility will simply go away?  While these first two options may have legitimacy on occasion, for your professional well being, I highly recommend the latter two be avoided whenever possible. 

Though there will never be a “perfect hire” until we have perfect knowledge of the future, there are some things that leaders can do to make the selection decision a bit more palatable. 

Seven Key Factors in Employee Selection Decisions

After having conducted more than 1,200 interviews in my early management career, I have determined there are some key universal factors that, when considered carefully, can serve to provide a significantly higher level of confidence of new hire success than simply rolling the dice and picking one candidate over another.  But, I strongly recommend that you don’t just read and consider the following factors.  Instead, accept this challenge.  Begin to formulate specific interview questions for each of the following factors to be used in the next interview you conduct, with the intent that each can help provide a clearer perspective of each candidate’s appropriateness for the positions in question.  (Following each factor listed, I have included a sample question designed to “prime the pump” and get you started in developing your own list of questions.)

Factor # 1: Does this candidate have the ability to do this job?

To make this determination, the interviewer must first know specifically the
requirements of the position to be filled.  What are the actual physical, emotional and intellectual requirements necessary to be successful in this position?  What foundation of education and experience does this candidate bring that gives indication of his/her capability to do the job well?

Sample question:  Jane, this position requires a high degree of independent decision making. Can you please give me a few practical examples of  professional situations in which you have been called upon to use independent judgment and the process you utilized?

Factor # 2: Does this candidate have the interest in doing this job?

To have the ability to do something is one thing.  To have the interest in doing that thing is something else entirely.  It is our responsibility to determine why the candidate is interested specifically in this position.  Is it for the pay and benefits the job will provide?  Or is it the opportunity to do something the candidate has studied, trained for and is passionate about?

Sample question:  John, specifically what is it about the entry level electrician’s position that makes you think you would like to work in that capacity?

Factor # 3: Does this candidate have the ability to adjust to the work environment?

Just like every individual is unique, every company, department and work group has its own unique style and personality as well.  Some work environments are fast-paced and high pressure, while others are more laidback and relaxed.  Some work groups are supportive and collegial, while others are more competitive and isolated.  An interviewer must have a good grasp on the type of environment a new hire will be joining and some practical indication as to how the newest person “on the block” will adjust.  

Sample question:  Jane, your resume indicates that your past work experience has been limited to a climate-controlled office environment.  Will you please explain to me what you see as being your greatest adjustments should you be chosen to work on the third shift in a manufacturing shop environment?

Factor # 4: Does this candidate have a good chance of being accepted by co-workers, superiors and customers?

This factor is a particularly challenging one.  The interviewer must determine whether the idiosyncrasies (i.e., manifest attitude, arrogance or lack thereof, aggressive or passive behavior, etc.) that are uniquely inherent within each and every candidate will be found to be welcomed, just tolerable or absolutely repulsive by existing members throughout the work group.  It is a given that one well-placed new member can enhance the morale of the entire group, while one ill-placed new member can destroy the morale and camaraderie that may have taken years to establish. 

Sample question:  John, will you please share with me what your “perfect” work environment would be, including the style of supervision you work best under, as well as the type of co-workers you enjoy most?  (Note:  Don’t let the interviewee get away with a vague answer such as, “Gee, I work well and get along with everyone.”  Probe deeper and insist on a more complete and thoughtful response.)

Factor # 5: Does this candidate have a good chance of being a prospect for advancement within the organization?

From the organization’s perspective, even as we sit for the initial interview, we (as interviewers) should be evaluating what (if any) potential this candidate exhibits, not just for the immediate future, but also for the longer term future.  Based on the skills, talents, education and experience the candidate currently possesses, do you see indications that this individual might potentially grow into more progressively responsible positions as her on-the-job experience and knowledge expand?  If so, what might those future opportunities be?  Is she interested in or focused on continued personal development that might lead to additional responsibilities in the future?

Sample question:  Jane, will you please tell me where you would like to see yourself professionally in three to five years? 

Factor # 6: Does this candidate have the ability to keep outside interests from affecting their work?

This question might be viewed by some as a “no-brainer,” thus allowing it to be overlooked entirely.  However, to leave such a critical consideration to chance is simply unacceptable.  There are many individuals who possess the capability, the interest, the willingness to adjust to new situations and environments, the appropriate mindset and the potential to excel in various jobs.  Unfortunately, too many of these individuals end up failing miserably due to an inability (or unwillingness) to manage various competing interests that might interfere directly with the responsibilities and expectations of the position to be filled.  As the lead interviewer, you must do what you can to uncover the things that may lead to inevitable conflicts in the future.

Sample question:  John, as we have discussed, the job you are interviewing for is a second shift job that will require regular unscheduled overtime, including occasional six and seven day work weeks.  You should not expect the opportunity to transfer from this position or shift for at least 12 to 18 months.  With this knowledge, are there any circumstances or situations that I should be aware of that would present a problem for you to meet the expectations of this position for which you are being considered?  If so, please share with me what they are.

Conclusion

The factors listed here are not intended to be an all-inclusive listing of what
should be considered and addressed in each and every job interview.  These factors are simply intended to offer some checkpoints along the interviewing journey.  In the end, as it has always been, the decision is yours.