(OT) To those here at TBD who are "Managers"

[todd]

In my opinion, your job as a manager is to put people in position to succeed. Your job is to make their job easier - not the other way around.

 

Not many people like interviewing. Not many people are good at it. Your job in the interview is to allow the person to convince you that they are good at what they do, qualified for the job, and you should hire them. Amazingly, some very talented people are not good at convincing people of this in an interview.

 

An easy way to get to the meat of what someone can do in an interview is to lead someone down a path to a point where they can articulate the information you want to know.

 

For example, instead of starting with a question like, "Tell me about a situation where you had to deal with a difficult person," you can start by asking them about the types of projects they worked on. When you know about a few projects, you can lead them to that question as you learn about their roles on the project.

 

It's kind of like trying to get a girl to go home with you. You don't ask them to come home and get nekkid immediately, you need to finesse it a bit more.

[IDBillzFan]

You have a lot of good advice here. In my previous life, I ran West Coast operations for a company and hired 17 from the ground up. I am very proud of the fact that in eight years, only one person ever quit. Here is what I would add, and in some cases reiterate:

 

(1) The suggestion that you hire senior people first is a great idea.

 

(2) Trust your instincts is another great suggestion. Don't get caught up in textbook questions like "Where do you see yourself in five years." Those questions are stupid and irrelevant. If your instincts say you like the person, EMBRACE your instincts and rely on their references to verify what you're feeling. NEVER underestimate your instincts. They got you the job. Let them get you a staff.

 

(3a) People don't do this enough, but it's crucial. Don't just find out if the person is right for the job. Find out if the job is right for the person. Explain to them in great detail exactly what the job entails...every nuance...right down to what their hours will be, their responsibilities, but ALSO how their responsibilities work in conjunction with everyone else's responsibilities...including yours. The most successful hires I've had were people who understood not just their role, but how their role plays into the big picture. This is crucial. Too many people take a job with SOME understanding of their role, but become less effective when they start working because they're adjusting to the corporate surprises they never expected.

 

(3b)If there's some dirty laundry...(say, your company doesn't always deliver product on time, but when they do, it's a great product)...let them know. If they see you're okay with it and can work around it, they won't start bitching when they start working for you, and when necessary, you can remind them; "Look, we discussed this when you first interviewed." In my experience, the new hires NEVER complained about anything because they heard about most of it during THEIR decision-making process.

 

(3c) Be honest from the very start about everything. If the pay isn't that great to begin with, let them know. If they only get one day for Christmas while other companies give four days, let them know. If it takes 90 days to get expense reports paid, let them know.

 

It's not just about hiring the right person. It's about hiring the right person and ensuring they can be successful as soon as possible without getting caught up with the stupid surprises that every company has.

 

Good luck. Feel free to PM if I can be of further help.

[Fezmid]

and credit histories.

 

You do know that you can't legally ask for someone's social security number until you offer the job, right? And that a candidate can refuse to give you the SNN and that you can't not offer a job based on that?

 

Of course, most people don't realize that they don't have to give the phone company or electric company their SSN either - but you don't. By law, the SSN is for tax purposes only, and a company has no reason to see it until they offer a job.

 

CW

[CircleTheWagons]

Mark,

 

I'm not sure what kind of skills you're looking for, but if they're skilled hires (i.e. software development or engineers) I would push back on the time frame - 10 weeks is too short.

 

My first step would be to build an "org chart" for your staff. It's unrealistic to think that you will be able to properly manage 30 immediate staff, my typical recommendation is no more that 6-10 direct employees (again depending on the skills required). If I was in your position, I would focus on hiring the team leaders first, probably a senior (works beside you) and 3 to 4 team leads.

 

Once you have your senior team of 4-5 hires, work together to build the rest of the team using the team leads to help with the interviews and fill out the positions. Having the leads when you're hiring the rest of the staff helps reinforce everyone's position on the team.

 

Prepare to find out at least one of your team leads won't cut it and keep looking for potential leads through the hiring process. You will probably find 2-3 guys you wish you hired with the team leads and they can help as your structure fills out.

 

Keep your management informed. Hiring 30 staff is high risk. so always keep your managers aware of the challenges and your proposed solutions.

 

Good luck.

[IndyMark]

Again, a lot of good advice from the above. While I cannot thank everyone enough I can thank you all collectively. Thank you!!!

 

The following were great and most appreciated:

(1)The offer to PM if needed

(2)Frame questions to avoid pat answers and get to their real skill set

(3) Hiring personalities versus skills; how to get the whole package or a more complete employee

(4) Candor at all times - highlight challenges of the position up front without overselling.

(5) How to conduct the interview (serve water, include a few key senior people) .

 

I have always thought reference letters were loaded or inaccurate so I am glad others concur.

 

Comfort level increasing - Pucker factor remaining the same.

 

I am still internally debating the "driving while interviewing" thing. That one is intriguing yet probably not with in my skill set. Not sure if I could pull that off - I would not be savvy enough to look in control. Maybe another time though, I like the concept of it.

[The Avenger]

After hiring dozens of people I think you've received some good advice from the folks here.

 

A few things I would emphasize/add:

 

1. Try looking for a good book on the hiring process. I've read a number of them and they are very helpful. Many even give you some types of questions to ask - very helpful because there are always some good ones you probably wouldn't have thought to ask. "Hiring Smart!" is a favority title of mine.

 

2. Pick the person, not the skill set. I'd much rather hire a good person (work ethic, ability to communicate and work well with others, overall experience) than a skilled person. A good smart person can always acquire the specific job knowledge/skills, but someone who has specific skills may never be able to learn work ethic, people skills, etc.

 

3. Ask questions to find out why a person is applying for a job and what they really want to do. Don't hire anyone who doesn't really want this job but rather needs the money, wants to get a foot in the door, etc. I manage software QA people and I never hore people who want the QA position so that they can eventually become software developers. If they don't want to do QA they won't be happy and it will become a problem. The best case scenario is that they'll do some work for you as they train to move to another group - not a good deal for you at all - by the time they're the employee they want to be they are somewhere else.

 

4. If at all possible, get opinions on candidates from others. When I interview someone I also have some of my staff interview the candidate as well. If you like the person but of your staff doesn't think the person is righ for the job you probably missed something - be glad others were able to catch something you missed.

[TigerJ]

So, GoBillsinDallas, how many times have you been involved in a car accident as the passenger?

[#89]

also remember that some people are NOT good with a computer yet have taken and passed great courses. Maybe a hands on project set up as a test.

[aussiew]

What does your company do? What does your new unit do? What industry is it in? What state will your unit be located in? What kinds of jobs will these new hires be doing?

[rockpile]

Question 1. Are you A Miami Dolphins fan?

 

Has to do with the team "chemistry"!

 

Good luck,I figure all these other folks gave you good advice, but this COULD break a tie.

[aussiew]

What does your company do? What does your new unit do? What industry is it in? What state will your unit be located in? What kinds of jobs will these new hires be doing?

 

I've hired many people in four different states. To give you advice, I'd need some answers to the questions above.

[cåblelady]

3. I have them drive down highways that are very busy or under construction. By putting them in a "pressure situation", you can see how they respond to these annoyances (just like what happens in a real office).

 

It's sneaky, but it works 99% of the time.

69707[/snapback]

 

You're mean.