Hiring and Interviewing

Factors To Consider When Hiring

1. The job market has a large number of people who are habitually unemployed due to immaturity, extreme behavioral traits, unproductive behavioral traits, dishonesty or psychological problems. These individuals make up a very large percent of applicants for entry level positions. If an individual is successful, he rarely has reason to change employers.

2. Many candidates for sales/ management positions are actually incompatible with that kind of work. Omnia studies have found over one-third of all existing sales personnel are not true sales personalities. In some industries, up to two-thirds of all Candidates for sales jobs are non-sales personalities.

3. Most business owners/managers are skilled in their profession, but have minimal experience in the employee selection process. Like any task, employee selection is a skill that improves with experience. Most business owners do not spend enough time with the employee selection process to become skilled.

As a result, they often are taken in by the “professional interviewee”. In Omnia terminology the “professional interviewee” in the High Column 3 personality who is adept at people skills, persuasive, “classy”, good at establishing relationships and selling himself.

4. If a person has been a marginal performer for another company, he will usually have the same performance record with you.

5. True sales people are competitive scorekeepers who exhibit a natural need for leadership roles. They set goals, constantly measure their performance against others and thrive in competitive situations. Beware of the sales Candidate who seems to lack a competitive nature, values the relationship more than the win, blames others or other factors for his lack of success, seeks straight salary instead of incentive-based pay or does not set goals.

6. What works for sales in one industry may not work for your industry. Some very lucrative sales opportunities are actually order-taking roles. Ask the Candidate about the product he sold, how competitive the market was for that product, whether he had to make calls, whether they were accomplished by telephone, how much customer service was involved, how he asked for the order or obtained the sale?

7. A quality Candidate for a staff support role should always have a stable work history. Job changes every two years probably means the individual is not a true support person.

8. Do not do all the talking in the interview. You are there to learn more about the Candidate, not to sell him on yourself or your firm.

9. Always ask a reference, “Was the Candidate’s departure at his volition, your volition, or both?” Any answer but “his volition” is negative. Ask a reference, “Would you rehire?” Any answer but “yes” is negative.

10. Use the Omnia Profile to confirm the Candidate’s compatibility with your position, similarity to someone in your firm presently performing the job in question, and compatibility with the natural management style of the prospective supervisor.