Stephen O'Connor, SPHR, is senior director of Professional Search Services for the MHA Service Corporation, Lansing, and can be e-mailed at soconnor@mha.org

Staff Matters Newsletter January/February 1999
Ready, Aim, Hire
By Steve O'Connor

The ‘90s will probably be known as the "do more with less" decade. Here are some ways you can tell if you’re a real ‘90s worker. You ask your friends to "think outside the box" when making Friday night plans. You think a half day means leaving at 5 p.m. You get real excited when it’s Saturday because you can wear sweats to work. If you find yourself lecturing the neighborhood kids who are selling lemonade on ways to "improve their quality processes," you are definitely a ‘90s worker.

Another way to determine if you are a ‘90s businessperson is if you have mastered the hiring process. If you can perfect the art of hiring the right person, you may never have to fire anyone again. There are three stages of the hiring process, as reported by Positive Leadership Magazine in their recent, premier issue. Each stage has specific issues you should consider before moving ahead in the hiring process.

The Pre-Hiring Process
Interview people who already work for you. Hiring and promoting from within improves morale and reduces the unknown factor. Do you really need to fill this position? Is this an opportunity to reduce overhead? Do not lower your standards out of a sense of urgency. Hiring subpar candidates inevitably leads to firing subpar employees.

The Interview Stage
Learn to spot "producers." Hire people with a proven production record -- not fancy resumes. Have them talk about projects they’ve completed and the results they’ve produced. Use behavioral interviewing techniques. Send candidates to lunch with a trusted employee after the interview. Candidates are on their best behavior during the interview. They’ll often be more natural at lunch. Have your employee brief you on the lunch. Always check references and be sure to tell the candidates that you intend to do so. Don’t hesitate to do a second interview for clarification. Better to find out now than later. Take notes. Studies show that interviewers that don’t take notes retain only one-fourth of what they have heard. Remember to keep your notes descriptive and not evaluative (for anti-discrimination purposes). "Weak answer to question" is fine. "This guy’s a real jerk" is not fine.

The Initiation Process
Have their business cards waiting for them when they show up. It’s a great way to say "Welcome to the team." Outfit the new employee’s workstation before they start. Make sure the computer is up and running and that the appropriate software is already loaded. Stock the desk with supplies, give them a company directory and handbook and buy them a new day planner. These little touches go a long way in saying, "We’re glad you’re here."

Use the buddy system. Assign an employee to be the new hire’s "buddy." This person can show them around, go to lunch with them the first few days and answer questions all new employees have about the hierarchy and culture of the organization.

Make time to meet with the new hire every day. At least for the first week, meet with them for 15 minutes at the end of each day. Make sure they’re settling in, answer their questions and review their responsibilities. Let the new hire know that you’re behind them from the beginning. There’s plenty of time for them to find out about the Saturday dress code.