Allow me to toot my own horn. I am a very good judge of talent. My track record backs it up. Dozens of my former hires are now senior executives at some awesome companies. Many others have gone on to start their own successful businesses.
I wish I could tell you it all stems from a gut feeling I get from a handshake. But the truth is I recruit good people because I am a good interviewer.
So what’s my secret? I am prepared, I know what I want and I am not afraid to ask the tough questions. But so are a lot of people that end up hiring duds.
I am consistently able to find such great people to work for me because I take in all the information during the interview process. I rate each candidate using a “top grading” scoring system.
Over the years, I have developed a fairly comprehensive list of key attributes that a good employee has. Leadership, values, ability to handle pressure, problem solving–you can find the whole list in my book, Double Double.
Before the recruiting process begins, I determine which of these key attributes are most applicable to the role. As I go through the resumes, and conduct group and one-on-one interviews, I look for behaviors and answers that reveal the candidate’s proficiency.
Finally, after all the interviews are finished, I assign the applicants a grade on a scale of 1 to 5 for each applicable attribute.
And after adding up each person’s score, I usually have a clear favorite. More often than not, she is the person who has stuck out as the front-runner all along, and I’ll make an offer immediately.
But if the grading system has highlighted another contender, I follow up with at least one more round of interviews before deciding.
Like a lot of decisions that come with running your business, you need to listen to your gut when picking new employees. But having a simple, proven system in place to grade your applicants will help you find those diamonds in the rough and screen out the bad apples.