September

This is the third segment on hiring solutions. It’s time to fill that position that’s been holding back your organization’s progress. This aspect of the process requires special patience and communication skills.

1. Really checking a candidate’s references is critical for success. You need to find out the candidate’s weaknesses as well as strengths. To do this, take a positive approach. Try asking people giving a reference what they suggest a new supervisor do to help the candidate improve skills or move forward in a career path, or what a mentor might focus on to help your new hire. Ask them to describe an incident in the candidate’s career that demonstrates his/her ability to overcome a personal deficiency. If you are familiar with others not listed as references who might know the candidate, contact them for information if it’s appropriate.
   
2. Know the parameters of salary and benefits that you can offer the candidate. Determine what you are willing and able to negotiate. If you want to keep the person in your organization, be sure that what you are offering leaves room for your new hire to grow.
   
3. If you’re not in a position to truly negotiate, that is, if neither you nor the candidate has any leeway about salary and benefits, tell the candidate that. It will save both of you time and energy.
   
4. Make your offer and be prepared to analyze your candidate’s response and reply to it in a timely manner.
   
5. If you or the candidate need time to think it over, take the time and set a date for ending the discussion.
   
6. If you and the candidate agree on job parameters, set the start date and provide any additional info that’s needed.
   
7. There are benefits to having a probationary period for all new hires, if you make the probationary period meaningful by doing a periodic assessment of performance.