Start Now by Reynold Levy

Author:Reynold Levy [Levy, Reynold]
Language: eng
Format: epub
Publisher: RosettaBooks
Published: 2020-10-15T00:00:00+00:00

The critical clues to organizational puzzles are often readily available in written form. Too few candidates trouble to discover them. Read. Do your homework.

The literature provided by the employer will never tell all. But the information you have requested can often uncover important realities well worth knowing and raise questions well worth pursuing.

10. Is the process of vetting candidates thorough and painstaking, informing the search committee or the hiring authority about whom it is best to interview?

After all, reference check calls originating from firms are often treated as perfunctory, or the respondent does not offer an honest assessment. When that request for complete candor comes not from a hired hand, but from a friend or a colleague who has a real stake in the outcome, uncomfortable truths are far more likely to be uncovered.

“Character is like a tree and reputation like its shadow. The shadow is what we think of it; the tree is the real thing.” So said President Abraham Lincoln as he considered candidates for key positions in his administration.

Too often, employers find themselves shadowboxing, conversing in generalities and poorly sourced reputational representations.

Human beings are complex. Getting at the truth isn’t easy. It requires locating those in a position to really know the candidate. It demands asking penetrating questions by those whom the interviewee trusts and respects.

The employer’s objective is to identify those who know the real person and how she performs at work, formally and informally. Do not be satisfied with the shadow. Examine the tree.

11. How well prepared are you for posing penetrating questions to the candidates, for offering forthcoming responses to their questions, and for evaluating whether a second interview should be set?

Search committee members or interviewers must examine all written materials by and about candidates, the better to prepare themselves to ask informed questions. To avoid repetition, if a group interview is involved, members should confer with one another about the subjects each intends to cover. Some discussion of the candidate’s paper credentials is in order, prior to the interview, just as postmortem conversation needs to be held immediately in its wake.

It is easy to forget key points and important to record impressions when they are fresh. Immediate feedback and exchanges of view will help to render candidate evaluation sharp and thorough.

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