This is part four of a four part series on employee interviewing. Part one (November-December 2008 edition) set the stage for the interview process by discussing the need to hire for attitude and train for skills, while ensuring your store managers have the proper tools to succeed. In part two (February edition), I reviewed how to properly prepare for your interviews – the Pre-Interview phase. Part three (March edition), I reviewed an eight-step Interview process. In this column, I’ll review the final phase of the interview process, the Post-Interview.
You just completed an interview with a job candidate that you believe to be the greatest superstar of all time. She may indeed be a superstar, but you’ll never know for sure until you complete your Post-Interview phase. Here are six steps to follow that will help you successfully complete the interview process:
1. Summarize the interview
Review and summarize your interview notes, the job application once again, and the candidate’s responses
to any red flags you may have identified. The best time for this review to take place is immediately
following the interview while the information is still fresh in your mind.
2. Contact job references
The ideal number of job references to contact is three. In some cases this can be difficult. At the very least
contact two references. The goal of contacting job references is to confirm what the job candidate stated on
their job application in addition to what they told you during the course of the interview. By contacting
two to three job references, a pattern should emerge on the job candidate. This is exactly why you don’t
want to contact just one reference. If the job references checkout, then proceed to step three. If the job
references don’t checkout and you have reservations, then there’s no need wasting your time and money
on the next four steps.
3. Conduct background checks
Call the county courthouse to research criminal activity; department of motor vehicles (DMV) for
moving violations, suspensions, DUIs and a credit bureau for indebtedness.
4. Schedule pre-employment testing
Schedule drug testing and if applicable, psychological testing. Some of our clients use psychological
testing. For my money, drug testing is your best bet. You have way too much liability and exposure
to hire a job candidate who has a drug problem.
5. Make hiring decision
Based on the information you’ve gathered in steps 1-4, make your decision: hire or reject.
6. Notify job candidate
Notify the job candidate of your decision. If you decide to hire, offer them the position, congratulate them
if they accept, advise of the start date and request employment documentation if applicable. If you decide
not to make a job offer, thank the candidate for their time and interest; tell them the position was filled
by a more qualified candidate, and explain the possibility (if any) of their being hired in the future. The
law does not require – nor should you give – specific reasons for not making a job offer. A discussion at this point is an invitation for a hiring discrimination lawsuit.
Having a “good feeling” about a job candidate is probably one of the strongest factors in making hiring selections. But it’s not fair to the candidate or you to make a selection based on a feeling alone. Gather the supporting evidence to substantiate your feeling. Get the facts before you hire.
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