We’ve all heard it before – articles, books and more all shouting, “Here are some tips and tricks to become the best manager ever!” But have you ever stopped to think about the importance of starting that journey during the hiring process? In the rush to get someone screened, interviewed and onboarded, we often forget that their perception of us is already being shaped from the first interaction. Here are seven simple steps you can take in order to become the amazing hiring manager you’ve always wanted to be starting at the hiring process.
Be prepared for every interaction
There’s nothing more off-putting for a candidate than when you’ve blocked off time for an interview and it is quickly becomes apparent that the hiring manager has not prioritized your interview. They may be disheveled, confused about which position you’re interested in, or rushed to get on with their day. All of these things are detrimental to the hiring process. As a hiring manager, you should spend time before the interview going over the individual’s resume, highlighting parts you’re interested in hearing more about. Spend the interview time fully focused, without outside distractions. And right after the interview, jot down some notes with follow up instructions as needed. Finding the right person for the role and your organization requires a little undivided attention but will provide the best payout.
Ask targeted questions
Since you’ve prepared for every interview in advance, you had time to jot down notes and arranged targeted questions to dig deeper into areas you know are relevant for the open position. Ask candidates to discuss their successes and failures, pose scenarios for them to walk you through, and refer back to the experience on their resume for clarification. This will save you from having to ask redundant questions that give you superficial information.
Listen to your team’s feedback
If you’re able to, gather your team to discuss your thoughts on the candidate pool. If you’ve had the chance to allow your team members to participate in the interviews, listen carefully to their feedback. Since you’re essentially bringing someone new into the “family”, you want to be sure everyone would be comfortable together and you won’t disrupt the balance you’ve carefully curated with your team!
Answer any questions honestly
As questions regarding the role, company culture or team environment arise, be careful to answer with honesty and openness. While you want to “sell” the role to the strong candidates, you should never overpromise or inflate your answers to trick someone into taking the job. Be completely honest and the right fit will be able to decide for themselves if they’d like to jump onboard. Overtime you will see that this approach will increase your employee retention rates significantly!
Prepare for the future
Every role will organically develop over time, so keep that role progression in mind throughout the hiring process. Will the individuals you’re considering fit the role in a year from now? How about two or three? Are they able to be flexible when needed? Are there strengths that this role may need down the road? Don’t be narrow-minded in your approach to filling this role.
Keep the hiring process moving
One of the most frustrating parts of a hiring process for a candidate is the silence that inevitably ensues. Often it feels as though you’re rushed through the phone screening, immediately brought on-site to interview, and sent off with expectations to be hearing the next steps soon. And then radio silence. If there are candidates that you’re excited about, stay in contact with them even if it’s just to reaffirm that nothing has been decided yet. In the background, you should also be pushing for those bottlenecking the process to move it along. Too often companies lose top candidates to organizations that move the hiring process along quickly and stay in touch with the candidates as opposed to those that drag their feet.
Don’t fumble the onboarding process
Once you’ve made the decision to bring someone onto your team, your job has truly just begun. Plan ahead by preparing your new hire’s workspace. Block off time that first week to give your new hire your undivided attention. Plan a team lunch on day one so they won’t be alone on their first day. Perhaps you can even assign a “mentor” to the new hire for the first few weeks until they are fully up-to-speed. By doing this, you are telling your new employee that you care about their success from day one and let them know that you and your team are there to help them achieve that success.
Although the hiring process is exhausting, it is beneficial to optimize your part. This will not only allow your new hire to see you at your best from the start but will encourage your team to maintain the same quality standards throughout their time with your organization. All it takes is a little more time, and a lot more patience.
Once you’ve had the time to complete each of these steps, you are more than prepared to embark on the hiring journey! If you’re looking to add new personnel to your team but don’t even know where to start, reach out to Biotech Partners today for a free consultation.
