Filling The Empty Seat

To select the ideal candidate, I strongly recommend formulating a two-step process. One tests for behaviours, the other for technical ability. The best way to test for behaviour is to ask behavioural-based interview questions. For example, ‘Tell me about a time where you really disagreed with your co-worker on how to approach a task, and how you resolved it?’ The questions should relate to each of the behaviours you outlined in your job description.

In terms of technical ability, if you or someone in the business is also a technician you will know what questions to ask to test for this. If the role is not technical, a short practical exercise, related to the tasks they will need to perform in the role, is a great way to observe how the candidate will approach a task. Ask the same questions and set the same tasks for every single candidate. You must take your emotion out of the process and try to make a rational decision, and the only way to do this is to ensure they all jump through the same hoops.

Once you have selected the preferred candidate, you MUST check references. Some people are great interviewers but terrible employees – only a previous employer will know.

Congratulations, you have just hired someone. If you got this right, you have a person with a clear role, a practical workload, the right background, realistic expectations about the job, and they are being paid the right amount of money. You are also more than 50 percent of the way to making your task of retaining them that much easier.

* Liam Ovenden is managing director of recruitment specialist RPO Group (www.rpogroup.com.au)

* The opinions expressed in this article are those of the author, and don’t necessarily reflect the opinions of DYNAMICBUSINESS.com or the publishers.