Business Strategy

The Fail-Safe Hiring Process that Helps You Find the Perfect Fit

You’ve created an organizational chart and have prioritized your hires. What’s left to do? Get ready for the actual hiring process!

Hiring is a significant investment and is something you should put a lot of thought and effort into. Adding the wrong person to the team can be more of a liability than an asset, so taking your time, following a defined process and striving to get a perfect fit every time pays off in the end.

Here’s our five-step process to hiring the right people for the right roles, the first time.

The mindset

You want to attract the right people to work with you. A common mistake people make when advertising for a position is trying to sell an applicant on the opportunity to work for your company.

You should actually do the opposite. You want the job description to be REPULSIVE to people who are not a fit for the role. Use this as an opportunity to weed out potential applicants by being very clear on your expectations for the position.

When you find the right person, the job description will set expectations for their responsibilities, requirements and definition of success, as well as to whom they’re accountable. Clearly list the name of the position and other basic information (in-house or virtual role, how many hours per week and their supervisor).

Step one: create a job description

A job description lists the role responsibilities, accountabilities, tasks, outcomes and personality traits of the job. There are two purposes to keep in mind when creating this document: to advertise and set expectations.

Creating a job description is an art and a science. You should have a specific reason behind everything you put into the description, which is why we’ve created a standard template that always includes the following sections:

  • Summary of the Position
  • Specific Duties
  • Success Outcomes
  • Work Expectations
  • Ideal Person for This Position
  • Education and Experience
  • DISC & Soft Skills (this one isn’t listed publicly but is crucial for internal processes, which I’ll discuss momentarily)

I break down each of these sections in my Lucrative Luminaries training, I highly recommend checking it out. You’ll save numerous hours and quite a bit of trial-and-error frustration as I guide you through the process of writing a job description in detail.

Step two: create or update your recruitment page

Once your job description is complete, post it to your recruitment page. This page doesn’t have to be complicated, just clean and visually compelling. You’re not trying to market your company and convince visitors they need you. You just want to present a professional, easy to use webpage.

Maintaining an updated recruitment page is critical for several reasons. First, when candidates know you keep your page updated, they check back regularly for new opportunities. Reward their eagerness to work for your company by pushing out accurate, timely information.

Second, having an updated “face” for your company is an important aspect of maintaining a professional appearance. Publish job postings when they go live and take them down in a timely manner. Or at least create a notice letting applicants know where in the process that job posting is.

Step three: rate videos and shortlist the best

We ask our applicants to upload a short (three minutes or less) video to YouTube to answer five specific questions:

  1. If your closest friend were to describe you in one or two sentences, what would they say?
  2. Why do you want to be a part of our team?
  3. Why would you be perfect for this role?
  4. What is unique about you?
  5. Where did you find us?

These videos give us a much better idea of who someone is rather than sifting through a stack of resumes. We get to see their personality, attention to detail and communication skills, all of which are critical components of any job, although what we’re looking for varies by position.

After we’ve gathered a sufficient number of videos, we pull two-three people from our team to watch them. We rate the applicants on a five-point scale.

This ranges from 1, meaning they don’t fit at all, to 5, a perfect fit. Based on the team’s feedback, we shortlist a number of candidates and send each of them a DISC assessment.

Step four: complete a DISC assessment

A DISC assessment is a personality test that divides people into four groups, D-I-S-C. “D’s” value results and drive change and innovation. “I’s” are very likable, love people, and foster amazing relationships. “S” types are steady, patient and thorough. Finally, “C’s” are detail-oriented and don’t mind repetitive tasks others might find boring.

None of these are better than the other, but each role requires a different personality. We try to develop a very clear picture of what the DISC assessment should look like for the ideal candidate for each position.

There’s nothing magical about the DISC assessment, but it’s very reliable. On a few occasions we’ve deviated from our parameters, hoping for an exception. Usually, we should’ve stayed with our original requirements.

Step five: the group interview

Once we’ve narrowed the group by ideal personality types, we schedule group interviews. These are always done face-to-face, whether they’re in-person or over video conferencing. We pull in the department manager, several team members from the department and at least one other person in an objective role, like the HR manager or chief operations officer.

Each member of the interview team rates the applicant on a five-star scale in five different areas: cultural fit, DISC fit, hard skills, soft skills and enthusiasm for the role. We want the ideal candidate, so any applicant who receives less than 23 stars is automatically eliminated.

After selecting the final two to three candidates, we ask for their salary expectations. This is a better way to determine a good fit than by publishing a salary range because you get insight into the candidate’s mind. Based on the results of these follow-ups, we decide who to hire.

Putting it all together

Hiring is a critical process and worth doing right the first time.

For this to work, you need to have a defined process with clear parameters and expectations, obtain buy-in from your team and intensely focus on finding the ideal fit.

The perfect hire will help grow your business by leaps and bounds, while a poor match will hold you back. Every hire is a fantastic opportunity to invest in your company’s future. Don’t waste it.

About the Author

JUSTIN LIVINGSTON

Justin Livingston is a Master when it comes to building a global audience for your Transformation Business.

He’s worked as a primary consultant behind the scenes of some of the largest personal development companies in the world, and currently coaches many of the Biggest Leaders in the Transformation Industry.

His client list includes Bill Baren, T. Harv Eker, Christian Mickelsen, Callan Rush, Sharla Jacobs, Eben Pagan, Ryan Eliason, Melinda Cohan, Kate Steinbacher, Rich German, Milana Leshinsky, Jeanna Gabellini, Vrinda Normand, Ted McGrath, Elizabeth Purvis … and so many more!!

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