How to Hire the Best Candidate:
Get Out of Your Own Way

By Shannon Tinker

Last month, I offered some pre-resume reviewing steps for preserving time and sanity during the hiring process. Hiring isn’t rocket science. You get approval, decide what you want and need and then go about finding “It.” What’s surprising is what happens when you do find “It.” Managers make tough decisions daily, yet when faced with a viable candidate they don’t always make their move.

Even veteran managers accumulate reasons for why they shouldn’t extend a job offer to the right candidate. I’m not suggesting that you should jump on any candidate with Java on his resume and a pulse. (This isn’t 1999!) But it is interesting and heartbreaking when “best practices” and fear get in the way of hiring your next star employee.

Unfortunately, most of us are conditioned to think that nothing in life worth having comes easily. The truth is, the right guy or gal can show up at any time, even if you just started the search. Sometimes the first fish is the best fish, so grab it and leave the water as quickly as possible.

It’s been said many times and it’s true; it’s far easier to teach a smart person new technology than it is to teach him to fit in with your team. Even the best trainers can’t teach the wrong George intelligence or the importance of a strong work ethic. Consider loosening up on your criteria. Spare yourself the pain and suffering of scouring the universe for someone as good as George, only to learn that George is working for your competitor…yep, in Windows 7.

Does everyone in your team like the same TV shows, type of pie, or music? Why do we expect that they will all feel the same way about a person? Be prepared to hear the feedback and to respectfully disagree. It may cost you the Miss Popularity crown; however the popular decision is not always the right one.

Interviewing at a slow and steady pace can be unproductive and lead to self-inflicted frustration as you watch the top candidates fall off the map. Think back to the fact that “the first one can be the right one” and question your real reasons stalling.

There are no guarantees. Even if you second guess, interview the entire population and poke around in backdoor references, you can still make the wrong hire. Weigh the risks vs. rewards and try to move quickly. Keeping a candidate on the backburner might send the wrong message. Meanwhile, good ole George is still interviewing and wants to work for a company that is excited about employing him.

Trust your instincts; they are why you get paid the big bucks. Most managers are smart, intuitive and have a good sense for people. Believe you’re qualified to assess what is right for the company and team. You and your gut are possibly the most important stakeholders in the group.