Team Member Experience Path
Stage 2: Hiring (Part 2 of 2)
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Click here to view and download the
Team Member Experience Path Overview.
Click here to view and download
Sample Opener & Interview Questions.
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Welcome to month four of the 2021 Team Member Experience Path journey!
As you may recall, last month we focused on the internal preparation for the interviewing and hiring phase from creating the Ideal Team Member Profile to ensuring you have extreme clarity regarding your organization’s values, vision and mission in order to provide a framework for interviewing as objectively as possible. We believe choosing team members is one of the most impactful decisions made in organizations and every best effort should be invested in the process.
Now that you are prepared to meet the candidates, here are a handful of steps to consider as you engage with the candidates before, during and after the interview:
Before:
Prepare a list of open-ended interview questions, scenarios, and phrases such as: share an example, why did you choose that particular role/college/location and tell me how you impacted or influenced another person. For example, ‘how do you open doors and build relationships?’ is a great question for potential sales team members. Click here to view a list of sample interview questions.
During:
Remember, the candidate is also interviewing you and your organization. However, be careful not to do most of the talking about the role, your team or what you have to offer. Avoid the urge to oversell and remain focused on keeping the candidate engaged in the dialogue.
Ask a candidate if they have any questions. If the answer is no, they may lack curiosity, intellect, emotional maturity, resourcefulness or may simply be intimidated by the interviewing process. Be cautious when hiring someone that does not have any questions particularly if the candidate is interested in a leadership and management role.
Questions from the candidate such as: How much time do I have off? What time do we start or leave work? How much does this job pay? How fast can I get promoted? How often do I get a raise? may be questions indicating a focus on self, financial concerns, and may be rooted in what the candidate stands to receive rather than what the candidate may be able to contribute to the team, indicating a taker versus giver mindset. These questions may also indicate a highly motivated person as well. Hiring is truly an art and a science!
After:
We usually administer role-appropriate communication tools and skills tests after the second or third interview. Communication tools, such as a DiSC or CliftonStrengths profile are not used to rule a candidate in or out of a role. We simply use them to validate a candidate's level of self-awareness and to gain insight into what type of communication style or activities give the candidate energy. A candidate may lack self-awareness, emotional maturity, courage, or transparency thus one version of a well-rehearsed and coached person shows up at the interview and another shows up after hired to join your team.
Validate and verify all past employment, education, certifications, and licenses held as a matter of protocol and process through an independent third party or go directly to the credentialing source. Do not allow candidates to furnish their own proof of education, etc. as a matter of independence and wisdom.
Following a first or second interview, conduct an internet search, including social media and LinkedIn, to determine if there are any discrepancies in what the candidate has stated in terms of job history and employment timelines and to verify accuracy regarding levels of responsibility, promotions, board service, community or civic engagement, white papers, etc.
If possible, conduct a minimum of three interviews and include team members who will be working directly or indirectly with the candidate. Additionally, if possible and appropriate, particularly for positions of significant leadership and management influence, conduct one of the interviews in a non-work setting.
As a final point, monitor the candidates follow up activities and level of immediacy, courtesy, and sense of urgency throughout the interviewing process. How long does it take them to reply or respond to email, requests for information and work product samples? Consider their use of appropriate composition, grammar, and spelling in correspondence in relationship to the role.
Factors outside of the hiring span of control include your inability to know or understand a candidate’s frame of mind or motivation for applying for the role. They may be looking for a bridge to the future, a steppingstone to another role, may be avoiding something from their past, seeking short term financial or occupational stability, or simply in need of health insurance or other benefits. It is very difficult to know or understand a candidate’s true motives and how long they plan to remain on your team.
As an interviewer, remember each person you interview has a story, is on a journey and is putting the best version of themselves forward. They may be nervous, afraid, intimidated, overly confident, or possibly bordering on losing hope. Interviewing with care, compassion, curiosity, and wisdom is both an art and a science. We wish you the very best as you recruit, hire, and engage with others!
Curious about Managing From The Inside Out?
Be our Guest at one
of the remaining six sessions!
Remaining Sessions are held in person on Wednesdays from 8:30-11:30 A.M.
April 14, 21, 28
May 5, 12, 19
Reserve a seat for yourself and/or a Team Member, by emailing Katie Williamson at katie@lauraschanz.com.
You can click here to view all 2021 session dates, times and module information.