Star Power...How to Spot a Superstar during the Hiring Process

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The young man stepped onto the stage and into the spotlight, to the delight of the enthusiastic audience.  With his perfectly tousled hair, trendy wardrobe, and confident grin, he looked every bit the part of a singing sensation.  Then, as the orchestra began playing, he took the microphone and proceeded to give an off-key, slightly garbled rendition of a classic tune.  After receiving polite applause, it was time to face the judges. “That,” lamented a scowling Simon Cowell, “was dreadful.” 

It’s not always easy to find star performers.  Just ask the folks behind Fox’s hit reality TV show, American Idol.  Week after week, they narrow down the playing field in order to find the one singer that the judges and America truly believe has star quality.   

It’s not all that different from your own hiring process.  When you are interviewing candidates you seek star quality, too.  It can be tricky, but with the right recruitment strategy, you can uncover the “stars” that will make your business shine.

You are not the only one looking for top performers.  The improving economy means that organizations are hiring again, including your competitors.  According to TheStreet.com, the job market added an average of 185,000 jobs per month through 2004 and that number continues to grow in 2005.  The result is a fierce competition for talent.  So what is the best way to find the right people for your organization?

Have an accurate job description.  When starting the hiring process, many organizations overlook this important step. “Your job descriptions should reflect careful thought as to the roles the individual will fill, the skill sets they’ll need, the personality attributes that are important to completing their tasks, and any relevant experience that would differentiate one applicant from another,” said Paul Sarvadi, in the Entrepreneur.com article, “Recruiting and Hiring Top-Quality Employees.”  

Having a job description enables employers to weed through the applicants quickly and easily.  “Without a clear notion of what they want, interviewers are frequently less confident in their questioning,” explained Kurt Einstein, founder of The Einstein Institute Inc., in the Inc. Magazine article, “Hiring the Best.” “If you want an accountant with five years experience, for example, you won’t be too quick to settle for one who has two.”

Reach your potential “stars.”  Draft a detailed ad that explains exactly the person you are looking for to fill the position.  Post your ad in the mediums most likely to reach potential job candidates, both print and online.  Don’t forget the value of targeted industry publications. 

Your best candidates often are not looking for a job at all.  “Every manager has to become the business equivalent of an NBA talent scout.  You have to find the names of the best people in your field and then get to know those people.  And you can’t rely on them to come to you.  You have to hang out in chat rooms on the Net, be a member of the right online mailing lists, and go to the right conferences.  You have to create ‘learning networks’ that help you meet great people – the kind of people you want working for your company – even if those people aren’t looking for a job right now,” stated Professor John Sullivan, head of the HR Management program at San Francisco State University, in the Fast Company article, “How to Hire the Next Michael Jordan.”

You know the old saying, “Birds of a feather…”  Ask your star performers if they know anyone who would be a good match for the position.  The logic is simple…people tend to spend time with others who are similar to themselves.  When used carefully to ensure that inadvertent employment discrimination doesn’t appear, referral programs are one of the most cost-effective and successful recruiting and retention methods available. 

Create the right atmosphere and ask the right questions.  According to Kurt Einstein, the key to learning about a candidate during an interview is to create a comfortable atmosphere.  “This is done by making people feel important.  Seemingly insignificant gestures can go a long way toward setting the right tone: greeting applicants personally and on time; asking secretaries, in the presence of candidates, to hold all calls; requesting the interviewees’ permission before taking notes,” he explained.

Carol Hacker, author of “Hiring Top Performers,” recommends asking open-ended questions during an interview.  “The best questions are probing, and require the candidate explain the ‘who,’ ‘what,’ ‘when,’ ‘where,’ ‘why,’ and ‘how’ of their skills and work experience.”  She also stresses the importance of the 80/20 Rule: “Ask questions 80 percent of the time and talk only 20 percent of the time. Concentrate on listening. The more you can get the applicant to talk the easier it will be for you to decide if the person in front of you is the top performer you’re seeking. Be consistent in questioning.”

John Sullivan suggests taking a different approach when it comes to interviews, one that he calls the “future view.” He believes that doing a “future view” is much more powerful than the standard interview.  “It’s the mirror image of an interview.  When interviewers probe for what you accomplished at your previous job, what they are trying to figure out is ‘Are you going to cut it here?’ And what you (the candidate) are trying to figure out during an interview is, ‘What’s it like to work here?’ There’s a technique that can help both sides answer those questions more accurately and directly…simulation,” he said. Job simulations allow the employer and candidate the opportunity to see if they’re a good match through an assignment.  The experience gives the candidate a taste of what the position would entail, and gives the employer an idea of the candidate’s work style and skill.   

Be sure to follow-up with your new hires.  Just because a candidate accepted a position with your organization doesn’t mean that they won’t leave, especially during those crucial first few months of employment.  “Your new hires most likely interviewed at numerous organizations, possibly with your competitors, trying to determine their best match.  The upcoming economic boom will allow them to still be choosey about for whom they work, regardless if they already signed on with your company.  This is the time to reinforce the fact that the new employee made the right decision.  Provide integration into the organizational culture, encourage open communication, and let your new hires know that you value their feedback,” said Astron Solutions’ National Director, Jennifer Loftus, SPHR, CCP, CBP, GRP.

Unlike American Idol, your talent search probably won’t result in multi-million dollar recording contracts or record-setting Nielsen television ratings.  Your “stars” may not be able to hold a note… but they will hold the keys to your organization’s future. 

Astron Solutions understands the importance of finding and keeping the best.  Click through to learn more about our Finders Keepers Employee Retention Kit.