Tag Archives: Position Description

How Do You Interview New Tech Hires? Four Necessities

Situation: A CEO wants advice on hiring new technical staff. Important considerations are cultural fit, identifying the characteristics of effective people, assuring that the right people are hired, and evaluating people for specifics tasks. In the past hiring technical people has proven challenging and poor hires have inhibited company growth. How do you interview new tech hires?

Advice from the CEOs:

  • It is critical to be clear on the factors necessary to be successful in the enterprise. Once these have been identified, align the factors with existing individuals in the organization as role models. Also align these factors with those who will be involved in candidate selection. This facilitates identification of good candidates.
  • Develop clarity on candidate evaluation. Identify and develop questions that will allow candidates to describe what is important to them and what they want to get out of their career choice.  In addition to specific knowledge, candidates should demonstrate a personal value system compatible with the company’s culture. They must also demonstrate a high energy level.
  • Once there is clear articulation of desired characteristics of candidates work with others such as college placement organizations, friends of the firm, Craig’s list, and so on to assist with candidate identification. A well written position description not only describes the type of individual desired, but also why someone would want to join the firm.
  • It’s imperative to be able to give a sales presentation on the company including specific reasons why people should join it. Avoid getting so wrapped up in the selection mode that you fail to recruit. Some who have done this were stunned to find that after they have made their selection the candidate was no longer interested.

[like]

How Do You Address a Key Manager Functioning at 80%? Three Points

Situation: A small company has a key employee who has been with them for one year.  Previously, this individual had been a production manager in a large company managing as many as 100 employees. He excels at analysis, QA and other “doer” roles but has not demonstrated strong supervisory skills. How do you address a key manager functioning at 80%?

Advice from the CEOs:

  • Small companies are different from large ones. In a small company, people must wear multiple hats and be willing to roll up their sleeves with the others. The atmosphere can be very different in a large company. Past experience in a large company does not mean that previous skills are transferable.
  • If the person is not a fit for your needs and organization, then you must find a fit or make a change.
    • Do you have room on your payroll for a job appropriate to this individual’s skills and talents? If so retain him in a new role. If not, then take action.
    • Engineers often do not transition well to management positions. Different skill sets are required. Shortcomings may have been masked in a large company.
    • If your future need is for an individual to take on many or your current responsibilities in the role of General Manager, hire an individual who has demonstrated success in this position in a company of in size and focus as yours.
  • If you need to hire a different person, review your selection process.
    • If this position requires the wearing of multiple hats, indicate the range of responsibilities in the position description.
    • During the selection process query candidates on their experience handling these responsibilities. Ask open questions and look for specific instances where they have demonstrated talent. Confirm responses in reference checks.

Key Words: HR, Selection, Performance, Doer, Manager, Supervisor, Big vs. Small Company, Success, Experience, Selection, Position Description, References

[like]