I hired my first staff member back in 2014. Since then, finding talent was one of the most important and difficult tasks. In my experience, a good hiring plan doesn’t really exist, especially when it comes to jobs that require a good level of emotional intelligence and common sense.
*Leaving this note to let you know that I am sharing my life experiences with people who have bigger dreams. I don’t have much to offer for chronic complainers and negative people. In fact, I stay away from them.
Evaluating professional qualifications and experience is not a big deal. But to run a company at its best level of efficiency needs much more than educated people. Hence, within the first six months, I draw close attention to following components of the candidates before offering them permanent contracts.
1. My first and most important task: finding out an individual's moral and performance capacity. I simply don’t want to give someone a task that they are not capable of doing. But I have hardly seen people show lack of enthusiasm, credibility or motivation at job interviews. To see the real results, I always push their limits in the first few months by giving different performing tasks. So the candidate and I get to know his/her real capacity. I hardly get to sack people as at this point, irrelevant staff drop out. Most of us hold onto plans until we face real challenges. Once the challenge is on the table, all they — the sayers not doers — have is, excuses.
2. I pay attention to what extent they look after their mental & physical health. I usually don’t work with unhealthy people. It doesn’t mean that I don’t like to hire them, but I hire them with a condition of paying enough attention to improve their overall health. This can be as simple as having enough water intake. If they choose to remain unhealthy and not dealing with their health issues, I am not interested in keeping them in my workforce.
3. I have noticed that it is rare to find honesty during job interviews. People tend to break the consistency of their stories once they start working. Many negate the stories they say. I am not expecting candidates to be totally honest, but I try my best to spot people who understand that “trust is money.” I usually keep a track record. It’s a way of measuring to what extent their stories are changed. I make my decisions accordingly.
4. There is nothing like hiring a good performer, but to evaluate someone’s performance takes time. So I pay attention to their level of common sense, humility, commitment and willingness to learn. So I know they have the right ingredients of becoming a performer. I give assignments to measure above components over and over again until I see clear results.
If the above four components have been addressed properly, I am over the moon as I know that I have found a killing performer who is going to milk money. If not, I have nothing to offer them as I don’t want to waste neither their time nor mine.
Thanks for your time,
Hasitha Rodrigo.
Comentários