Surviving the Hiring Process
By Liz Sayre-King

It seems like almost weekly, I'll be talking with a colleague, and I'll hear a comment like the following:

• My key employee just told me she is moving to __________(fill in the blank), and I know it's going to be very hard to replace her.
• I just hired someone who I thought was going to be perfect, and I've had nothing but problems ever since.
• Our business is expanding, and I know I need more help, but I hate the thought of interviewing and hiring new staff – it's so time consuming, and you never know what you'll get!

I've been in the human resources and management business for awhile now, and over the years I've developed some tips for hiring that can help you avoid certain "pitfalls" of the process. First, though, you need to know that no system is absolutely foolproof. Every once and awhile, even though you follow all the right steps, you'll make a hiring decision that backfires on you. And it's true, the hiring process does take time. But it definitely is time well spent. That being said, here are some suggestions:

1. Make sure you know what you're looking for. I know it's a pain, but write a job description. It doesn't have to be detailed or long, but it does have to: a) identify the key elements (or duties) of the position, b) define a minimum education and/or experience requirement and c) outline the skills and abilities needed to perform the job successfully. This is something you can hand to job applicants and have them read, so that they fully understand what they are getting into and can ask questions if they want clarification.
2. If you are advertising in the paper (and that's not always the best method, depending on the position), write an ad that "sells" your business and makes people really want to apply. Mention benefits, if you have them. Talk about the great work environment, promotional opportunities, etc. Just be sure you are truthful. Also, put your company name on the ad! You want to attract as many qualified applicants as you can, and using a blind ad puts many people off.
3. Develop an interview form. Know what you can and can't legally ask, and be sure you ask every applicant the same questions. The questions should be open ended and not elicit simply "yes" or "no" answers.
4. Don't do all the talking! It's so natural to want to fill space with words, but some silence is OK. Remember, this is an opportunity not only for you to decide who you want to hire, but for the applicant to decide if this is a good fit for her. Always give applicants a chance to ask you questions, too.
5. Interview as many people as you reasonably can, and if you have other employees you trust, ask them to interview the top few candidates. Your employees are going to be this person's coworkers, and they should have input (although not final say) in who you hire to work with them.
6. Once you narrow your choices down to 2 or 3 people, or even 1 person, do reference checks! This is so important, but many employers don't take time for it. I don't mean calling the friends the applicant has given you as references. Get the applicant's permission to contact former employers. If they don't give you permission, that in itself is a "red flag." If they do, and the employer refuses to give you a reference, that's a "red flag," too. If the employee was stellar, the former employer won't hesitate to tell you.

One final point: After you make an offer, and it's accepted, remember that you'll know within the first 90 days whether or not this person is going to work out. If you start to have doubts during that time, it's better to start over than to hope the problems will just "go away." They probably won't. Good luck!

Liz Sayre-King is president of Professional Solutions Plus, which specializes in employee leasing, human resources and medical billing services for small to medium-sized businesses in northern Michigan. For more information, call 935.8108 e-mail esayreking@professionalsolutionsplus.com.