How to hire the best employees: 10 life hacking from an experienced HR-specialists

His Work / by admin / December 26, 2019

Michael Prytula

Head of HR iDeals Solutions. Previously, he worked in Wargaming, "STB", "Alfa-Bank." More than 12 years in HR.

For more than 12 years, I hire people. During this time, I spent more than 1000 interviews and has developed his own method of selection of candidates, which is called «A-players-formula". It includes several components that make it the number 1 in efficiency.

Proper position description

My ideal job description structure is not copied from the Internet, or the job description, and is based on the following scheme:

About company - what we do, how many of us, where we have offices.
The mission office - a description of what you do hire a person.
Team - a description of the team, which will be working people.
Expected results - a clear list of what the candidate has to be done for the year.
competence - Basic criteria for selection (if the person does not meet them, you it will not be considered).
It would be an advantage - a set of criteria if they are to immediately withdraw the candidate to interview the finalists.

instagram viewer

«Plus in karma, if you ..."- sparse criteria. It is unlikely that one person can meet all of them at once, but if there is a coincidence - it is almost a finalist.
What do we offer - a description of what others do not, and why people should go to us. At least 10 points, at least five words for each item (formalization, flexible working hours, insurance - remove it at once, it is at all).
Contacts - where to send summary. If the vacancy is published is not the leader in social media, it is better to give a reference to the head of profile in LinkedIn / Facebook, so people know who you are.
Photo Office / Team - for all your text abstract enough candidate, until he sees something realistic. So add a photo or the office team in an office.

Here is my fresh example the text of the vacancy.

Immediate reaction

In the market of A-players are the best candidates to work in just a few days. If you are not contacted with the candidate immediately or at least within 24 hours - half chances already, consider lost.

competences Table

I'm a fan of a structured interview. This is when all the candidates ask the same questions to compare answers.

And yet I'm a fan CBI, or interviews by competences. This is when in my list of all the questions assess hard & soft skills. I ask the question is not in the format of "Do you know what a direct search?", And in the format of "Give an example, when you shut the (a) position direct search."

Also very cool thing - Scorecards. This plaque, in lines which are competence, and the columns - the names of candidates. And you see the average rating for each candidate.

here example my Scorecard.

telephone interview

No need to invite all at once on a personal meeting often enough to talk for 15 minutes on the phone to understand whether or not to meet with the candidate. On the phone I recommend to ask questions from the block "competence", to clarify expectations for salary, date of availability for work that candidates interested in your job / company.

Personal interview

I always spend a structured interview - when all the candidates ask the same questions. Questions I have pre-entered in the Scorecard, I read them with the laptop and put the points from 1 to 10 depending on whether the answer corresponds to my ideal representation. Not chasing scores of 10 points, they almost never happens. Everyone who is gaining an average of more than 7, are worthy to be hired.

Assessing values

In addition to the assessment of competencies, it is important to understand whether the candidate values coincide with the values of the company. To do this in advance to have a list of these values and to ask questions to the candidate in the format of "Give an example of when you had [substitute value]." And evaluate the results.

Assessment of motivation

I always appreciate motivation this question: "How much for a 10-point scale you are interested in our vacancy? What is missing to 10 points? "This question is always running, even though he superspaces. If the score is below 7, such a candidate is not suitable.

Sale

A-players are needed by all, so they will compare you to others. In order not to lose them, you should always find time for an interview to talk about you "sell" your job. My selling constructed as follows:

Company - 30% of the time I'm talking about the past, and 70% - about the future, forms the idea of super cel company to which we are moving. People want to be part of something meaningful.
Team - talk about the structure of our team than it is steep.
Vacancy - speak about their expectations from the man, bring examples supertasks - that will require superhuman efforts of the candidate, but the result will force pride.
culture - our values, how we work and how we communicate in the company that we are better than others.
CEO - how he is. In Glassdoor (Site number 1 in the world with a review of the work), for example, even has such a criterion - "Approval of the activities of the CEO." Any employee of an important figure CEO, so I will briefly tell who this man is and what his strengths.
bun - all manifestations of caring about employees.
Schedule - violation work-life-balanceAs is known, it is the most frequent reason for job change in the world, and I, as a leader, always help employees choose the best schedule.
Development - I tell how a person can develop for positions which receive new knowledge and how to apply them on the job.
I as a manager - I tell how I run a team of his meetings with employees one on one, on management style.

Funnel

I never make a choice 1 of 1. Even if I got a superstar, I will compare with others. Ideally should interview the 10 candidates.

Alarms or Red Flags

The system of "red flags" - is an approach in which you carefully watch the candidate and fix anything that bothers you, then do a double check all identified nuances. What could it be:

Candidate talks too much;
there is a mismatch (first candidate said one thing and then the other);
I am not ready to move in 2-3 weeks;
He did not give a clear reason for leaving a previous post;
can not give examples of their achievements and so on.

If I decide to continue to be considered a candidate for the next recheck ask the interviewer to pay attention to these points.

If at the end of this procedure, I have a few finalists, I take the final decision, or ask someone else to conduct additional interviews and share their assessments.

This is a simple set of rules, which always gives the result, but it is very often ignored by recruiters and managers. I have rarely met anyone who leads Scorecards and records evaluation scores. It is not surprising then that many complain about the low level of staff employed by them.