Jon was a leader we all enjoyed working for, but he was moving into a new job within the organization. The search process had begun. Our System Chief Operating Officer (COO) sat down with me and my three peers to talk about the search process. He informed us that a search firm was identifying candidates, and he hoped we would have interviews with candidates in the next couple of months. He also shared with us we were important; our input valuable and the organization wouldn’t hire someone that we couldn’t support. After hearing that, we felt good about the process and relaxed. Then came the interviews. Most of the candidates were okay, but not great. Then came our interview with Sam. He was on paper the most qualified, with a wealth of experience. It was easy to see why he was presented as a candidate. The challenge was he was arrogant, condescending and very impressed with himself. It was clear he wasn’t someone who wanted our input on anything, because he already had the answers. Our feedback was that the other candidates were okay, we could work with them, but please don’t hire Sam. It was unanimous among us.  Guess what, they hired Sam. Yikes.

Our COO made a critical mistake, one that I’ve observed leaders at all levels of the organization, from department supervisors to Board Chairs. His mistake was telling us we had a role in deciding who would be hired, when the reality was, we were not, and if I’m honest we never should be. Leaders should get input from others about candidates, but there is always a person who makes the final decision. You can’t give the decision to hire over to a group of people, especially to those who will work for the candidate, or will be a peer. They usually want to preserve the status quo, not necessarily what’s best for a department, division or organization. Here’s the # 1 hiring lesson you need to know, if you’re the person they will report to, it’s your hiring decision.

You should want feedback from others to help you make up your mind. But how should you get feedback?

Let me start with what you should not do.

Don’t

1. Create a rating form with a numerical scale. The interviewer then numerically rates a variety of things like cultural fit, communication skills, etc. For each candidate who is interviewed you get a total points score. While it seems like a good idea, it’s terrible. There is no consistency in rating from those who interview, and the person with the most points may not be the best person for the job, and it gives those who filled them out a belief they are making the decision.
2. Make it a consensus decision. When you do, you’re abdicating your responsibility to make the decision. Never forget your goal is to hire the best person for the job.
3. Tell anyone interviewing they can reject a candidate. They don’t have the authority, you do. At the same time don’t be stupid. If feedback is negative from all those who interview the candidate, why would you want to hire them?

Do

1. Get feedback that answers the questions you want to know. Create your own form asking them to answer (not give you numbers) what you want to know. To give you an idea, here are a few questions I want feedback on from those who are interviewing someone I will be hiring.

• • What are the candidate’s strengths?
  • What help do you believe they will need to be successful?
  • Are there any “red flags” you have for this candidate, and if so, what are they and why do you have that belief?

2. Break up large groups into smaller groups. If there are 15 people you want feedback from, it’s better to have three groups of 5 interview the person. Why? Most people don’t interview well in a large group; smaller groups help you bring out the real person. Another value is that candidates are rehearsed, but as the day goes on and they’re with different groups, sometimes the person they don’t want you to see shows up. I remember one time a candidate did well in a series of individual and small group conversations, which happened to be with men. He did well. When he got to the last two groups made up primarily women, he made comments about working with women that were inappropriate. We didn’t hire him.

The feedback you receive is important; it gives you more information. Sometimes it brings to light things you didn’t see. Other times what you hear makes you want to talk with the candidate again to dig deeper.

In the end, make your decision and let everyone know.

Timely advice is as lovely as gold apples in a silver basket. Proverbs 25:11 (TLB)