A Way Of Management

I still frequently witness managers, and HR managers in particular, conducting interviews like archaic times. « CV oriented » is the vibe, akin to a grandfather asking a grandchild, « Hey little, why did you left that company? » or « You get fired » ?! staring at you as though there were a bomb in your face… Hum … hum … hum ! Please put an end to these interviews with bullshits!

Why is it still required to spend more than thirty minutes on your resume when you have a CV and can read? Do you truly need to know every little detail of what transpired 20 years ago? Are you really in need of spending more than ten minutes debating a topic that only pertains to a few months of the candidate’s life, and do you really need to know if he left on his own initiative or was fired? Not really, not as much as an oral examination, anyway

Communicate honestly, engage in dialogue, and make an effort to identify the person in front of you.

The things you really need to know are such as :

• Is the person fit the role ?
• Does it have the proper attitude to succeed in it even if he does not fit in perfectly?
• What he can bring to the table now from his previous career that is significant
• How did he handle particular circumstances?
• What are his biggest achievements and failures?
• How is he as a human ?
• What are the expectations, and do they align with the philosophy of your organization?

The CV gets into the play, the scene is known but the play has yet to be written and how long it lasts will depend on both convictions.

A Way of Management.

All too frequently, the Old School controls them all. Provide the keys and be ready for a roundtable discussion.

Too many interviews are conducted at a 180-degree angle, or candidate-centered. I have witnessed this type of 90/10% conversation quite frequently, where the candidate speaks nonstop between a few (mostly pointless) questions in an attempt to persuade you of something.

Most of the time, those interviews end up feeling like a big, fat zero in terms of effectiveness. It’s like spending ages talking about something that adds as much value as a rubber chicken in a job interview. Sheesh, talk about a waste of time!

Ask them all to participate in a comprehensive discussion about the company, you, and your business’s problems and concerns. Communicate the demands, circumstances, realities, and difficulties of the position. To initiate the conversation, provide a thorough synopsis. For both parties, the conversation will be incredibly natural and effortless.

Allowing time for the truth to be revealed

Naturally, you should be able to believe what you read and hear, but that does not mean you should urge the parties to admit guilt and to act as a judge! First and foremost, have faith in the candidate; you have plenty of time and an open dialogue to ascertain the truth. But, if you are still unsure about any of the topics, you have one more chance to work harder at the end.

Make sure the appropriate person will conduct the interview with the candidate.

You must include his or her more proximate manager in the process to guarantee that all parties received the best guarantees possible regarding the outcome. Perhaps by yourself, depending on seniority, but if you enjoy playing lotteries, please refrain from selecting someone you will not be managing directly on behalf of someone else. Remember that you have assumed the responsibility of making the decision for someone else, so you will have to live with it through to the end. Keeping in mind that the primary interviewer should always be the N+1 will help you avoid human problems.

The Human ressources in the process

Recruiters and HR business partners probably will not love me, but that is my experience. I have seen a lot of bad, incorrect, and unsuited profiles arrive in my inbox in the past, along with a lot of good ones that didn’t.

Initially, in order to define, clarify, and write ensuring and preventing these situations from occurring as much as possible, you need to be in close proximity to the HR person in charge. There could be a lot of success if everyone performs their roles with an open mind and HR believes you are the expert. Remember that you are hiring this person for YOUR team, and you will be interacting with them for a very long time after the HR department leaves.

Trust you HR department. You need them but never let them think they are better experts than you. They are the support, an incredibly important one to trust.

Always go with your first option!

Have you ever heard that they do not meet the company’s « standards, » that they do not have a PhD, or that there is not enough funding for this profile? Bullshit on steroids!

Fight to the death for your candidate if you believe he is the right one. Giving up and going with a second-ranked person will inevitably put you in difficult circumstances. I promise you that although I had to make it several times due to the « corporate attitude, » I will never do it again. Since you are in charge, your word is final!

On the other hand, you must refuse to do it if you are not persuaded. Possibly = NO. My boss and a pressing situation forced me to try this as well. Never mind, do not act on that thought. Time will never forget you for making that poor decision.

What to keep in mind

Enter a candid conversation with confidence and a strong sense of emphasis. Always pick your champion and fight for him rather than the silver medal. All of the communication skills are obviously crucial in this situation! Remind yourself that you are the expert, not HR, and have faith in them. You will perform much better during your subsequent onboarding if you use these tiny keys. Thus, I am wishing you great success!

Regards and best wishes for another article ! Thank you for your time. Jonathan