Even with the news of ongoing high unemployment, we all want to hire the best candidate for every job opening we have. This is easier said than done and therein lies the dilemma. How do we find the best candidates and how should we proceed from there with the interviewing process?
The first challenge is finding qualified new applicants. Take advantage of myriad sources to pull talent. Whether it is from current employees, existing applications on file, Internet sites, school districts, community colleges, local employers and organizations, centers of influence in the community or just plain word of mouth, the right combination may provide you with a good base of applicants.
Start with your current employees. They know your company philosophy, the intricacies of the job and the type of person who will fit in with your current employee base. However, make it a point to tell employees to refer only those people that will fit into "the family," not to simply refer anyone who needs a job. Ask the employee if he would feel comfortable having his referral handle his best customer. If your employee hesitates or hedges even a little, it could be time to move on to some other candidate.
Reviewing existing applications on file can often pay off. Many times we find someone we overlooked, a true "diamond in the rough." We make it a policy to never turn down applications from walk-ins or mail-ins because you never know when you may need a new employee. It's always a good rule of business to keep as many applications as possible on file.
There are numerous Internet sites on which to post job openings like Craigslist, Monster.com or Back Page. Social media sites like LinkedIn or Facebook are effective. Be specific as to what qualities you are looking for in a candidate and what the position entails or you may find yourself needlessly interviewing all day.
It is productive to team up with local high schools, colleges, civic and business organizations like The Chamber of Commerce, Rotary Club or Exchange Clubs. Career days, job fairs and career presentations all get the message out that you are hiring. Check with your local Chamber of Commerce, which might even post or send your job opening out with its informational mailings free of charge.
Having friendly relations with the other employers in your community also pays dividends in more ways than one. In these tough economic times, many employers have no choice but to lay off some good people. Over the years, we have been successful in hiring previously part-time retail people. They truly appreciate an opportunity at full-time employment in a year-round business.
Perhaps the best tool of all is word of mouth. Let people know you are looking to hire. Use both your personal and business spheres of influence to get the word out. Don't forget your insurance company marketing reps as they are talking to other agency owners and managers all the time. Create your own buzz in the local marketplace about opportunities at your agency.
Now that you have hopefully found several good candidates, you move onto the interviewing process. Some major concerns:
- What procedures are being used in accepting resumes and applications?
- Who is doing the interviewing?
- What questions are being asked?
In these litigious times, these are critical areas to be addressed and analyzed to avoid employment practices complaints and lawsuits.
Simple procedures defining which resumes and applications will be reviewed and determining whom will be invited for an interview are extremely important to have on file. You have to be consistent in whatever you do. The procedures must be in writing, even if they simply state it is at the discretion of management as to who will be interviewed. This type of simplicity may help avoid having future discrimination claims.
You must also address the questions you ask on an application and how long you keep the applications on file. Many questions on applications or asked during interviews are not legal and can be construed as discriminatory, including any inquiries about physical characteristics.
This is just an overview of some of the more common interviewing practices an employer should be aware of. The interviewer should be trained and coached on the procedures and what to avoid. Interviewing hints I stress to our management team:
- Describe the interview process to all applicants
- Let the applicant know you will be taking notes to review when all interviews are finished
- Control the conversation's direction
- Avoid yes or no questions
- Ask one question at a time and give the applicant a chance to answer
- Don't talk down to the applicant
- Always ask the applicant if there are any questions at the end of the interview.
The goal of each employment interview should be to find out what the candidate knows, what work skills the applicant has used in past work situations, and what you feel the applicant can bring to the table for future growth.
Managers should prepare about 10 questions that will give the applicant the opportunity to respond on how he can contribute to the position available using their skills, how he works in a team atmosphere and what his future goals are. As the interviewer, I like to know the type of answer I am looking for. I ask myself what is the most likely response to my question? Will the questions I ask give me the information needed to make a hiring decision? If I do not get the answers I wanted, I wonder if I am asking the right questions—for example, don't ask, "Why do you want to work here?" The answer will be, "I heard how great it is to work here and I want to help you grow your business." But the applicant's real answer is, "I need money."
Instead, ask, "What experience makes you the best match for the job?" This gives the applicant the opportunity to express how they may fit into the organization.
When asking about previous employment, don't ask, "What was the worst thing about your last employer?"
You don't want to hear their problems and complaints. Instead, ask, "What aspects of your last position did you find the most challenging? How do you feel you can improve on that?"
Develop more questions along these lines that make applicants think on their feet as that is what they will have to do when working with your customers.
When closing the interview, inform the applicant that he or she will be contacted at a later date. It is wise not to set a definite timeframe or lead the applicant to believe they will be hired.
Effective interviewing equals successful recruitment. If you and your management team need more training on interviewing and hiring, reach out to your insurance companies, trade organizations, human resource outsourcing companies or a professional employer organization.
If you have done your job well, getting enough qualified applicants and conducting proper interviews you will be able to say yes to the best.
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