What should a candidate know about the hiring process? Most all of the information is about errors that candidates make. There also are errors that organizations make.
- INACCURATE POSITION DESCRIPTION – The hiring manager is in a rush and the position description doesn’t reflects the current job, but rather, the old job. They may not define new requirements or a changing function. A rush to get a body in place will result in a new hire finding the job is different from what they thought.
ACTION – Go over the position description in detail with the hiring manager. Ask the question, “What’s new or different than the prior position?”
- LACK OF INTERVIEW PREPARATION – Hiring managers are not expert in interviewing. They may be unprepared for a good interview. Questions during the interview may be non-specific, without a plan. When interview questions are not relevant to the job, it’s a sign the manager is unprepared or lacks certain skills.
ACTION – Two alternatives: Do you want to report to a manager you may not be able to learn from, or whose communication skills may affect your performance? Or, ask targeted questions to find out if you’re interested in the job despite the interviewing skills of the hiring manager.
- LIMITED INTERVIEWING SKILLS – If you only interview with the boss, you’re getting half of the information you need. You’re not receiving information about the culture, co-worker relationships, issues, expectations not stated, work conditions, clarity of objectives and communications, management style, and so on.
ACTION – Request a meeting with co-workers and the boss’s boss if possible. It’s easily done by Zoom, and you get insights as to what it would be like to work in that organization.
- TOO QUICK A DECISION – When a hiring decision is too rushed, the result may be the need to fill the job quickly, rather than filling it with the right quality person. If not scrutinized, it may be the wrong decision. It could result in you having to go through the job search again. Make sure you’re not being rushed.
ACTION – Make sure you’re comfortable with the fit into a new organization. This means a thorough vetting on your part. The implication to you is greater than with the organization.
- A BAD TRANSITION – No new employee is fully prepared to contribute to results or a high performance on day one. Any new employee needs a smooth transition to a new job and new organization. Training and onboarding should be thorough and well thought out and executed. If not, your performance will be compromised.
ACTION – Do a “Needs Analysis” as part of your onboarding. Meet with those you will be interfacing to find out the immediate issues for resolution, their expectations and needs. Compare them to the boss’s list to find a successful entry strategy.
Always have a contingency plan in case your interviewing time is not as productive as you would have liked. Don’t forget, it’s your decision as well as the organization.
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