Q: You compare job interviews to dating. Why is that a good analogy?
A: You make bad decisions in both areas, and they are huge decisions influenced by the information you are getting. What happens is emotion comes into play, and you say, “Wow, I really like this person.” That’s more important for dating, but for interviewing, we make decisions because we become emotionally attached – not because of the information provided. Most people make decisions five minutes into an interview. What you should do is get through the interview, gather all the information and then make a decision.
Q: You suggest that employers compare candidates to the demands of the position, not to each other. Why?
A: When you compare candidates to one another, either one might not be suitable for the position. You are saying this person is a little better than that person in different aspects, rather than, “What did we decide upfront were the most important characteristics for the position?”
Q: You suggest companies advertise positions on what they’ll offer the worker, not what you want from the candidate. Why?
A: It’s important to let the candidate know what’s in it for them. Once you can attract the people, you can use their résumés and phone interviews to screen for the qualities you want. Get them hooked.
Q: How can companies hire better workers?
A: When I sit down with clients and develop the profile of what’s needed for the position, I ask them to tell me about their best people and what makes them good. I rarely hear about a worker’s skills, knowledge or experience. It’s about tenacity, customer service, communication or attention to detail. But how many hiring managers ask questions based on those characteristics? We are more comfortable asking questions about a person’s résumé – not about their tenacity. I would suggest asking questions about how a worker was able to accomplish a project. How were they able to overcome obstacles? Whom did they have to work with? It’s the hows of people getting things accomplished.
Q: What’s the most common mistake companies make in hiring?
A: They get rushed. And when they get rushed, they make a decision that causes more harm. Related to that, we sometimes choose the least of the worst. We have a few candidates, and instead of starting the process over again, we hire the least of the worst. The other (mistake) I see is choosing people like us, and not really knowing what you need for the position. You are never going to be 100 percent right. But having a structured process, with a set of questions that you always ask, will increase your chances.
Q: Why do top performers often leave?
A: The main reason people leave an organization is not because of money – it’s because of their managers or supervisors. You need to allow people to move within the company – even if they are doing a bang-up job.
Q: You hold a degree in electrical engineering from the University of New Mexico. How did you get into human resources?
A: My first job out of school, I was a marketing engineer for a high-tech firm. I then moved over to straight engineering design, and then I managed a software-development group. About 14 years into my career, I became a staffing manager. I left that in 2001 and started my own business.
Q: What’s your ideal vacation?
A: It’s a place where I can hang out with my two boys and my wife. It also includes playing a little golf and some road biking. I’m a spinning instructor at a Fort Collins health club.
Edited for space and clarity from an interview by staff writer Will Shanley.
