Building Your Team: Part Science/Part Chemistry

Hiring the wrong person can be an expensive mistake, not to mention the emotional toll it takes on the entire team. Even the most talented employee will quickly become a liability instead of an asset if they’re a bad fit.??

In my early days as a manager, I would race through the hiring process. I was so anxious to find a backfill that I’d only interview 1-2 candidates and failed to ask many open-ended questions to really get to know the individual. I was more concerned with the work left by the departing team member. But I learned that the wrong hire’s negative impact on the team is a far greater risk. In fact, I’d argue the most important job of a manager of people is identifying the right talent.??

So, what's the secret to recruiting new talent that will complement your current team and bring valuable new insights? It’s part science and part chemistry. It's a blend of the tangible and the intangible.??

?The Science Element?

The science element is tangible. Cast a wide net: post the job description on LinkedIn and other websites. Tell your colleagues to spread the word and ask if they’re interested in the position. According to The American Staffing Association, 3 out of 4 adult job seekers prefer using personal contacts when searching for work. Get creative and do extensive outreach, contacting specialized recruiters when hiring for senior level positions.?

Once you have identified candidates, standardize the process with a formal list of interview questions. Take notes during each interview so that you can refer to the answers later. Ask candidates to describe their relationships with provided references and to explain why they chose them. Their answers will be very revealing. Beware of candidates who don’t list former colleagues.??

What prior work experience does the candidate possess? Does their professional work history reflect a working knowledge of the skills necessary to succeed? What is their track record for staying at jobs? Keep in mind that Gen-Z and Millennial candidates are more likely to “hop around” than Baby Boomers because of the generational shift in attitudes toward work.???

Also, ask very open-ended questions. For example: ‘What was your favorite and least favorite part of your last job? If the candidate responds with negativity (comments such as blaming everyone for failures or taking no responsibility for their role), the red flag should go up. Ask your candidate how they’ve dealt with difficult work situations. Ask about their personality type, life goals, learning style and business goals. I always like to ask what is the ideal management style the candidate prefers where they feel they can thrive, and honestly reflect on whether I can provide it. I also strive to paint a realistic picture of the job — the good and the bad — so the candidate can determine if the job is right for them. If appropriate, schedule secondary interviews with prospective teammates. This can further help a job seeker get a feel for the day to day prior to making a decision.??

The Chemistry Element?

Educate yourself about candidates and think about team chemistry – for their sake and yours. At Freeman, the success of our large and small scale events depends on teams of potentially thousands of people. Someone who doesn’t pull their weight can bring down execution and morale. The manager sets the individual and the team up for success. It’s much harder to counsel someone after a poor performance than it is to assess their strengths, weaknesses and career goals to see if they fit your team and can be developed.????

The chemistry element is intangible. What vibes does this person give off? Are they upbeat and friendly and comfortable? Are they able to build rapport quickly? Or do they avoid eye contact and slump down in their chair? Go with your gut and tap into your intuition. Imagine how this person would fit in with your team. Your interview questions will likely uncover key characteristics and traits that will determine if they are a team player. Also, gather the insights from others who interviewed and ask honestly if they can see this person as part of the team. I once had a leader tell me he always considered if he could spend a flight delay with the candidate, which is a good litmus test for considering the impact on team chemistry. After all, your teammates often take on a large responsibility when it comes to onboarding.??

Interviews are a Two-Way Street?

Quality candidates are in demand and will evaluate you as much as you evaluate them.????

Make sure your pay, time off, remote work policies and overall perks are competitive. A recent Harris Poll shows that 63% of the respondents said pay drives their decision to change jobs; 37% cited flexible work hours; 36% indicated benefits/perks matter and 25% are seeking the ability to work remotely.??

It’s better to make the right decision than a desperate, hasty decision. Interview and research carefully — you might also run a background check. According to the Society of Human Resource Management (SHRM), the hiring process takes an average of 42 days. Use this as a general guideline.??

Sir Richard Branson, Founder of Virgin Group, does a masterful job of capturing the essence of the hiring process. “Hiring the right people takes time, the right questions, and a healthy dose of curiosity.”???

When you find the right people and the right time, that’s where the magic happens!???