1

There are only two reasons to hire new people: Either there is an opening due to someone leaving, or there is a need to create a new position. Each one has its advantages and disadvantages to both the company and the candidate. Recognizing the difference in hiring needs in crucial.

When a position is available due to someone leaving (on their own or not), the job has been done for a while and the hiring is a little easier. You already know what tasks, skills and personality traits are required for a successful hire. However, this is also a good time to reevaluate the position. Perhaps an upgrade or a downgrade of the position may now be appropriate. Any changes should be made at this juncture.

If a company is growing fast and the position is a new one, take the time to define the parameters of the position, but make an effort to remain flexible as well. Consider candidates from outside the industry to bring in new thinking, or consider someone whose experience may be more horizontal than vertical. Oftentimes, in smaller companies, this approach works well.

In either case, a position description is necessary. A potential candidate wants to know what is expected of them and what their role will be. While nothing in business is static for long, candidates and new hires are more successful when they have a framework from which to launch their new position.

2

Define your hiring parameters. This encompasses so much more than salary. Included here are years of experience required, education, depth of industry knowledge, and geographic location, to name a few.

Whatever the parameters, make sure you stay within them. While it may be tempting to reach beyond, it often doesn't work out in the long run.

3

Is the position to be filled a very niche function? If so, you'll find the best candidates by delving deeply into the industry. This can be done through specialized executive search firms, industry associations, and the like.

If the position is more general, casting the widest net possible is a good approach. This includes general circulation newspaper ads, local organizations or associations, and, of course, employee referrals.

4

Have an open-door interview process. Depending on the size of the company, the process may begin with Human Resources or with the hiring manager. However, the more people within the company/department that get involved in the process, the better.

Companywide involvement alleviates the hiring manager of some of the burden of responsibility. It is also important because no one works in a vacuum. Regardless of the title you're hiring for, once hired, the employee will have to work cross-functionally within the company. As a result, it may be beneficial for some of those people to have the opportunity to evaluate the candidate's personality and skills. Meanwhile, cross-departmental interviews can help the candidate get a more complete strategic perspective of the company, as well.

5

There's the good, the bad and the ugly out there - and if you're in the hiring game long enough, you'll meet them all. No matter what, it is unprofessional not to provide feedback. Sometimes this feedback can be delivered through a search firm, sometimes through HR, and sometimes you'll have to do it yourself. When candidates are no longer under consideration, they must be informed. Not everyone is right for every job and candidates expect a certain amount of rejection.

It's simply bad manners not to provide honest, timely feedback to those involved in the hiring process.

6

If at all possible, take a finalist candidate to lunch. Getting someone out of the office and in a more relaxed atmosphere can be more revealing than any formal interview.

How does the person interact socially? How do they treat service people in the restaurant? If this person will be in a sales or socially interactive position, do you feel comfortable having them entertain clients?

7

When you meet the perfect candidate, don't let them get away - whether they're the second or the thirtieth person interviewed. After all, if you think they're top notch, another potential employer will too. Of course, gut instincts help here and this is also where tip #4 comes in. If everyone feels good about this person, don't waste time.

8

Any strong candidate will negotiate, so hiring companies should be prepared for that. Surprisingly, not everyone negotiates for salary - at least not salary alone. To some, title is more important, to others it may be vacation time. Look at the total compensation package and be flexible with it. If you work for a public company, perhaps stock options can make up for a salary shortfall. To some, having the flexibility to stay active in organizations is important - this doesn't cost anything and, in the long run, gives your company more visibility.

The bottom line is that both the new employee and the hiring manager must be happy walking in the door. Like any good relationship, give and take goes a long way.

9

Depending on the job function, decide early on if you're going to do any background checking on the candidate. Typically, this breaks down into two categories: basic reference and educational check. Typically performed either by HR or the executive search firm, these checks are relatively quick and should be performed for finalist candidates.

More extensive background checks are usually reserved for companies that are "sensitive," such as government organizations, banks and the like. If it is appropriate for the hire, make sure you get the process started early.

10

At the end of the day, will this person add value to the company? For different companies, this can mean different things. Things to consider include improved sales, greater profitability, happier customers, etc.

In this economy, a candidate must demonstrate value to the company and its customers, and the hiring manager must recognize this. Value, is the sum of all pieces: skills + experience + education + contacts + passion = a candidate's total value.