Often the promise is somewhat ad hoc--a position description is crafted and approved with minimal questioning except to insure that it conforms to process. From there, someone, sometimes from HR, sometimes from the department, does an initial screen by telephone. The person is evaluated based upon their ability to string a few sentences together that relate to the job description.
From there, an in-person interview is constructed where the person is quizzed on one or two things that relate to the job, and quite a few that are extraneous. From there, the person is pused up the chain of command until, ultimately, they are rejected or hired.
Why were they rejected? They were "too light." In other words, they were judged by a person earning less than they earn, who was "winging it" through the interview, rather than asking questions that mattered to the manager and follow ups that were irrelevant to job performance.
Have you ever heard the old saying, "A camel is a horse designed by a committee?
What can you do?
Before you ask a question, before you ask a subordinate to ask questions, make it clear to them what you want them to cover in the interview. BE SPECIFIC!
Unless you make it clear what you are looking for, you will wind up like one of my clients who rejected a job applicant based upon criteria that in no way shape or form related to the position description (and, no, the issue was not about "fit").
Look at your hiring process in advance of interviewing and be clear with everyone what you are looking for and how you want them to screen and what you want them to screen for.
Otherwise, you will wind up with the best person who can get through the committee, rather than the person who is best qualified to do the job.
Email resume in Word to thebigamehunter@cisny.com. Please include the job code for the position with your resume.
NO RELOCATION. NO VISA TRANSFERS. NO OVERSEAS RESUMES. NO 3RD PARTIES.
