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Best Hiring Practices

Think about the marketing/sales funnel
Vinayak Ranade: The marketing and sales funnel can be a remarkably effective way to think about the recruiting process.
Don’t obsess over skills
Matthew Bellows: The skills are one thing to evaluate, but what’s more interesting is what he or she would be like as a teammate.
Let managers do outreach
Chrissy Costello: Too many companies just leave candidate outreach to recruiters, but in a competitive labor market, line managers should be the ones making contact.
Appeal to their behavioral drives
Mike Zani: If you know someone’s behavioral drives, appeal to those drives and contrast your offer to their current work situation.
Take a long-term approach
Matthew Bellows: Develop long-term relationships with people, so you’ll be the first ones they think of when considering job changes.
Look for a goal orientation
Dr. Matt Poepsel: Ask not only about their activities but also what their goals were at different stages in their career.
Always be (pre) closing
Chrissy Costello: To ensure you're successful in closing candidates you want to bring on board, you should be "pre-closing" throughout the entire process.
Be proactive about diversity
Tracie Sponenberg: To attract diverse candidates, you can’t just post jobs and hope; you have to go to where they are.
Ask them about their high school years
Brian Corey: On some levels, we’re the same people we were back in highschool, so ask about those years.
Create interviewer focus areas
Chrissy Costello: Make your interview process more efficient and more effective by creating focus areas for each interviewer.
Don’t hide the warts
Brian Corey: The line between the reality of the job and what you’re telling the candidate should be as “thin as a piece of paper."
Asses for behavioral fit first
Jackie Dube: Before you take a lot of time with interviews, figure out whether a candidate is a good behavioral fit.
The receptionist test
Neal Fay: Interviews are contrived situations, so pay attention to how candidates are treating people they’re not trying to impress.
Test for disagreement
Drew Fortin: If you actually hire this person, you'll probably find you disagree with them at times, so test the waters on that during the interview.
Open up your referral programs
Vinayak Ranade: If we confine our referral rewards to our employees, we’re missing an opportunity to reach more people.
Secret LinkedIn queries
Erica Seidel: LinkedIn has become the defacto repository for people's career profiles, and here are some keywords to pinpoint the needles in the haystack.
Appropriate eye contact levels
Alyssa Dver: It’s hard to quantify what the right amount of eye contact is, but we know it when we… well… see it.
Use your team to close
Mike Zani: Sell them on the team they’ll be working with every day, and paint a vision of being part of something special.
A charitable twist on referrals
Matthew Bellows: Referral programs are nothing new, but at Yesware, they’ve added a charitable twist to the idea.
Spread jobs through Facebook
Chriss Costello: Facebook is the most popular online social network on the world, so it only makes sense to use it to get job ads out there.
Use your marketing assets
Vinayak Ranade: Your company probably has great marketing assets. You should use them for recruitment branding.
Drill down on outside interests
Matthew Bellows: Use their outside interests and activities to help you evaluate their makeup as people.
Ask about a high-pressure situation
Brian Corey: Ask people how they’d handle requests during high-pressure situations to see what kind of teammate they’d be.
To be interesting, be interested
Drew Fortin: Instead of just networking for the purpose of recruitment, try a more selfless approach to getting to know people.
See if your truth resonates
Matthew Bellows: Rather than trying to convince people, simply lay out the truth as you see it and see if it resonates.
Pay attention to their questions
Tracie Sponenberg: Pay attention to the quality of the questions people ask and the research of they’ve done on the company.
Learn about them as children
Brian Corey: To really understand who people are, understand who they were as children and what their parents would say about them.
You and their career story
Matthew Bellows: Look for the candidate’s ability to tell a story about how your company fits into their career story.
Don’t fixate on checklists
Tracie Sponenberg: By being fixated on our checklist of what we’re looking for in candidates, we often overlook good people.
Engage on Glassdoor
Chrissy Costello: When it comes to employee experiences, Glassdoor is the place people turn for the inside scoop, which means you should be there too.
Search before you’re desperate
Tracie Sponenberg: As a job seeker, you should search before you’re desperate. The same principle applies to finding talent.
Create "culture guardians"
Dr. Matt Poepsel: Expand the hiring team to make your employees both the guardians and the enforcers of the culture.
Customize a gift
Vinayak Ramade: The war for talent is so intense that just getting a candidate a gift might not be enough. Go the distance and really personalize it.
Look for 2-way interviews
Neal Fay: You’re interviewing the candidate, but if the candidate isn’t interviewing you, there might be a problem.
Show your enthusiasm
Brian Corey: If you’re authentically enthused and passionate about your company, let those feelings shine through.
Think of it like a movie trailer
Dr. Matt Poepsel: Think about the interview like a movie trailer and ask yourself whether you'd pay to see the entire movie once the trailer is over.
Hire for behavioral traits
Tracie Sponenberg: If you hire for behaviors and tendencies and who someone is, you can train skills.
The covert curiosity test
Drew Fortin: You might be really motivated to hire someone who shows signs of curiosity, and assessing for it might be as simple as taking a quick stroll around the office.
Keep digging on weaknesses
Mike Zani: Rather than ask people to tell you about a weakness, ask them to tell you about three weaknesses.
Consider the other decision makers
Vinayak Ranade: If you’re just trying to win the candidate over, you’re likely not convincing all of the decision makers involved.
Appropriate eye contact levels
Alyssa Dver: It’s hard to quantify what the right amount of eye contact is, but we know it when we… well… see it.
Buy a friend a beer (or coffee)
Vinayak Ranade: One beer (or coffee) should always to lead to another, which can eventually lead to your next great hire.
Probing reference questions
Erica Seidel: It's very easy for reference checks to turn into a perfunctory, confirmatory conversation, but here are some ways to combat that.
Fixed vs. growth mindset
Drew Fortin: If you care about hiring people who are growth-minded, see if they are completely comfortable talking about a mistake, owning it, and learning from it.
Evaluate their research
Tracie Sponenberg: To see how engaged somebody will be at work, pay attention to how much they’ve learned about the company.
Boost your Glassdoor reviews
Chrissy Costello: Good reviews on Glassdoor go a long way in the eyes of many job seekers, so you should have a smart process in place for getting reviews posted.
The sodium pentathol question
Brian Corey: Sodium pentathol is better known as “truth serum,” and it might be a good idea to inject it into your interviews.
Assess for values
Erica Seidel: To understand if there's a good values match, Erica Seidel jumps into personal territory about the person's upbringing.
Test for coachability
Matthew Bellows: When it comes to hiring salespeople, figure out whether they’re coachable and adaptable.
Referral program buzz
Vinayak Ranade: Referral programs can actually be a great way to create PR and buzz about working at your company.
The ice cube tray trick
Neal Fay: If you have a tray of ice cubes, you might be able to use it to evaluate the kind of coworker someone will be.
Consider diversity in job ads
Erica Seidel: Research shows differences men and women when it comes to what jobs they'll apply for, and you can account for that in the job ad.
Look for a real conversation
Alyssa Dver: If an interview feels more like a conversation, that’s probably a good sign about the rapport.
Talk about comp early on
Jackie Dube: Bring up compensation early to make sure it’s eliminated as an issue before you spend lots of time with candidates.
Look for good "comm-you-nnication"
Erica Seidel: There are some simple things to listen for to help discern whether something will be good in a client-facing role.
Look for growth-minded questions
Alyssa Dver: Think about the questions a candidate is asking to evaluate whether he or she is growth-minded.
Have an assessment gameplan
Chrissy Costello: To avoid hiring on "gut feel," establish the evaluation criteria before you even start searching for candidates.
Assess for values
Erica Seidel: To understand if there's a good values match, Erica Seidel jumps into personal territory about the person's upbringing.
Make the most of referrals
Jackie Dube: Referral programs not only give you great candidates, they keep your existing employees engaged.
Consider their “time-stratum” level
Mike Zani: Use the notion of “time stratum” levels to assess whether someone is cut out to be a good manager.
Stay in touch constantly
Jackie Dube: The job-seeking process is filled with anxiety, so you win points by being as communicative as possible.
Disqualify candidates with culture
Matthew Bellows: Use your culture not only to attract the right candidates but to scare the wrong candidates away.
Insert you culture into job ads
Jackie Dube: A long list of responsibilities and tasks isn’t as compelling to candidates as simply describing your culture.
Qualify like sales reps do
Vinayak Ranade: Just like great sales reps, you should qualify people to see if your company will truly work for their career paths.
Look for “mirror responses”
Alyssa Dver: Be on the lookout for “mirror responses” in posture, because it signals how engaged they are.
Truly assess the job
Mike Zani: People often skip to steps when it comes to recruiting, and they short change the process of truly assessing the job.
Keep them warm after they accept
Jackie Dube: Getting a great candidate to accept an offer is awesome, but continue to keep them warm before they start.
Keep job ads short and sweet
Tracie Sponenberg: Job ads can be exceedingly boring if you just go with a list of responsibilities and tasks to be done.
Appeal to their preferences
Mike Zani: Paint a picture of what it will be like for them to work "in preference," which is what virtually everyone really wants.

Wouldn’t it be great if your workforce just clicked?