Hiring the right person for each role—particularly a leadership role—strengthens our companies and our industry’s reputation. That may sound obvious, but when a position is open, it’s tempting to make a quick decision. Sometimes, not hiring someone is the best choice.
Hiring pressures are real. There’s an immediate need, a team carrying extra responsibilities, and a dozen other demands competing for your attention. A speedy decision feels productive. You may even pride yourself on your ability to recognize talent and take action.
And yes, taking time for thoughtful interviews, skills assessments and reference checks may mean losing a promising applicant. But making the wrong hire can cost far more—in productivity, morale, trust and reputation.
A consistent hiring process won’t guarantee success, but it increases your chance of making a sound decision and avoiding difficult, expensive corrective action later.
The best interview advice I ever received was this: “When interviewing, look for reasons not to hire them.”
That’s harder than it sounds. The point isn’t to find fault. It’s to look beyond a polished résumé and a pleasant conversation. Ask questions that reveal how someone handles responsibility, responds to feedback, treats others and follows through when things get difficult.
Hire for character and culture, not for a degree. The spirit behind “hire people for how they were raised” is to look for the values they put into practice: respect, honesty, accountability and a willingness to work. Education and credentials have their place, but a degree or experience alone won’t tell you whether someone will strengthen or damage your team.
Here’s another gut check: Would you feel comfortable bringing this person home to meet your family? If you hesitate, you may need to pass.
Think about the best people on your team. You would clone their strengths if you could! They take pride in their work. They do what they say they’ll do. They teach, support and bring out the best in others. Look for those qualities.
The goal of your selection process is to find someone with the ability to do the job and the character to strengthen your culture. Develop questions that uncover both and teach your hiring team what to look for, and when they should pass.
You’re building a team. The time you invest up front pays dividends long after the position is filled.
Brian C. Allen is the president of the Association of the Wall and Ceiling Industry and the president and CEO of Precision Walls, Inc. in Cary, North Carolina.
