How to identify your ideal candidate
Sometimes a job description and request for applications yield less-than-ideal candidates, or perhaps you’ve come to accept that you’re unlikely to find a candidate who ticks every single one of your boxes. So, how exactly do you move on with the hiring process and evaluate candidates who you feel are not 100% right for the position?
Here are some basic hiring principles to help you identify workable candidates and non-starters, helping you choose the most suitable candidate for the role when "the perfect candidate" isn't jumping out at you.
Define your non-negotiables
When the HR department draws up an ideal candidate profile, the result can often be unachievable and out of touch with the market. Instead, you must be objective and data-driven when defining your non-negotiables.
Look at the employees you have doing the same role and ask what the top performers have in common; the answers will provide more insight into the role requirements and desired characteristics. Then review all elements of the role you’ve deemed essential, including qualifications - this will help you see more clearly which flaws are fatal and which are constructs designed by HR. For instance, it may not always be the right decision to discount someone who has moved jobs frequently, has gaps in their history, or doesn’t hold a specific job title or degree.
Assess attitude and work ethic
Knowledge can be acquired, and skills can be developed. Therefore, if an otherwise promising candidate lacks a particular skill, don't write them off! Candidates with the right attitude and the capacity to grow and learn can overcome the other challenges.
To understand if you have the resources available to develop these skills, find out whether others at your company have ever learned that skill and are successful. It’s also worthwhile to ask candidates to describe how they approach learning something new to identify their appetite to develop in the role.
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Use real-world scenarios
Of course, interviews may not be enough to help choose a successful candidate, let alone rule out a flawed candidate. Giving candidates a real-world scenario or assessment which mirrors a daily activity required of the role is a great way to assess their knowledge, transferable skills applicable to the job, and potential to learn.
Candidates who may not meet all the listed qualifications often bring unique strengths, experiences, and perspectives that can contribute to the role in unexpected ways. Work assessments also uncover hidden talents or capabilities not apparent from their CV that you could leverage.
Don’t be pressured to hire a flawed candidate!
Deciding whether to hire a candidate who lacks relevant industry experience, has an unconventional background, or is weaker in some areas is not easy. The best you can do is figure out who is closest to the level required for the job and look at who is most likely to develop into the role with the right type of support and training. Don't be impetuous or too quick to give in to pressure to fill the position quickly, you must weigh up the cost of having a vacancy with the cost of making a bad hire, especially for a critical, high-risk position.
Ultimately, hiring decisions should not be based on whether you can imagine yourself spending time with them after work or whether they’re 'nice and energetic', these are the superficial flaws that are sources of bias in the hiring process and will lead you to hire for the wrong reasons. Remember to be data-driven in your approach, question your non-negotiables to decide if they are truly relevant, and take the opportunity to complete assessments. Making more informed hiring decisions will benefit your company and candidates in the long term.
For personalised support with your hiring, please contact the dedicated recruitment specialists at Henderson Scott today.