Vous êtes en charge de l’embauche de nouveaux employés. Comment pouvez-vous vous assurer d’obtenir les meilleurs candidats ?

For each hiring, you need to know very well your need, define it as it should be for the job and put those specification by respecting the bellow points : - Define Requirements: Clearly explain your talents and qualifications. - Craft Detailed Descriptions: Recruit prospects with detailed job advertisements. - Utilize Relevant Platforms. Post on industry-specific employment boards and use social media. - Implement stringent screening: thoroughly evaluate qualifications and cultural fit. - Prioritize diversity and inclusion: Encourage inclusive hiring practices.

Always have a solid 30/60/90 day plan. You cannot expect your candidate to do a 'good job' if they're up against an arbitrary measure of success. On top of that, many businesses have to realize that your people are some of your best resources. You cannot hire people strictly based on their skill set alone. Culture fit is a real thing. Hiring is just not filtering CVs with an ATS hoping you find the unicorn candidate with 99% fit. It's technical skill AND emotional intelligence + character. Unfortunately, it's not easy to find someone who has all three. And out of all these three, the easiest to teach are technical skills. It's a lot better to look for someone who shares genuine interest and enthusiasm with your work.

People first. What team player do you need. Assess your team, if able, bring them in to pick their new teammate(s). Having your current people help with the hiring helps the team gel into a more productive team. Your current team will also point out things you may miss while emphasizing the qualities that you didn’t miss. Lastly - if the candidate doesn’t feel right - they probably aren’t. Retain leadership veto options, you are where you are for a reason - protect others from having to experience bad people that you may have had experiences with. Your gut is right most of the time. Bottom line: Use your current team to build your future team & trust your gut.

Take time to pinpoint the specific skills, qualifications, and cultural fit required for the role. Craft a detailed job description outlining key responsibilities and expectations. Additionally, consider the long-term goals of your team and company to ensure alignment with the candidate's potential for growth. *Bonus tip: Look at the job requirements for that open role. Would you say some of them might be learnable requirements, like if hired could someone be taught to do them reasonably well after a week or so? If so, please remove those requirements. Look for a growth mindset.

How do you ensure you’re getting the best candidates? You can't What can you do? 1) Start to know the candidate on a personal level. What is their WHY? Does it align with your company values? If not, don't try to make the fit work. 2) Talk to more candidates. I know this takes time and effort, but a CV does not give a clear picture of a candidate's character and vision. Some of the best candidates I've hired were not candidates I would have met with on paper. 3) Hire the person, not the experience. We all want to be part of a team that wants us. Candidates that enter a candidate feeling like a number, often leave feeling like a number. When you're excited about the person, they will feel it and will respond accordingly.

You need to clearly define assessment criteria aligned with job requirements, for that you have to Utilize standardized tools, provide clear instructions, and analyze results holistically for a comprehensive evaluation of candidates. - Define assessment criteria: Clearly define the abilities and attributes you are evaluating. - Align with the job requirements: Ensure that the assessment instrument represents the job's unique requirements. - Standardize the process. Apply the tool uniformly across all candidates to ensure fairness. - Provide clear instructions: Provide succinct and precise instructions on how to complete the exam.

I am an advocate of behavior based interviewing. Develop interview questions that allow for an effective assessment of how candidates are able to apply knowledge, network with others, and communicate to solve organizational problems. I have discovered that thinking about the qualities we desire in a competitive candidate, screening resumes carefully for those qualities, and having an effective interview process that validates the skills identified on a resume often leads to the best candidate being selected for the position and a transparent hiring process that can withstand scrutiny.

Behavioral tests are great but, be careful not to let them add bias to your hiring process. Like your daily multivitamin, these tools are best used to supplement an already healthy "diet" of thoughtful questions and a solid JD.

I think it helps to remember that the interview process is two ways. You're interviewing the candidate as well as they're interviewing you. I don't really believe in assessment tools unless its technical. Talking, listening and getting to know them. I tend to have multiple conversations and because I know my expertise well I can judge quickly if their qualified. This leaves room to get to know them and I base my judgement on that. So I prefer a personal approach and 9 times out of 10 I find the right candidate.

It is a very difficult process to find the right person with the right skills and eager appetite to learn , so you should be very slow in hiring. Nevertheless, there are some signals to detect the inappropriate candidates during the interview. Generally, the incompetent candidates are in tendency to fulfill their entire CV with the all curriculum of the particular job position. Feynman test is the best way to understand if the candidate really knows what is written in the CV. If they could simply explain a topic someone who is unfamiliar with the topic at their understanding level , one can conclude that the candidate is sincere about his or her skills.

As for the structured interviews, it could be easy as it could be very complex, since it depends on the profile that you could get and their background : - Define Needs: Provide a clear outline of the abilities necessary for the position. - Create uniform, job-related questions for all candidates. - Use a scale. - Flexible Follow-ups: open questions (Discussion). - Take notes. - Overall evaluation: Consider both factual facts and overall perceptions. - Make it fair Treatment: Ensure that all candidates have an equal opportunity to demonstrate their talents. - Maintain objectivity: Avoid personal prejudices when evaluating applicants. Team Input: Collect comments from numerous interviewees to create a comprehensive evaluation.

The MOST important part of any recruitment process is the interview structure. Even till date, almost 90% of the interviews conducted are just about "Tell me something about yourself" The hiring team: Hiring Manager + Interview Panelist + Recruiters need to: 1. Brainstorm on team structure & understand skills required from the JD. Take JD very seriously ! 2. Identify skills already available in the team vs skills required from the new person 3. Develop interview process holistically: Each round focuses on a unique skill 4. De-brief: Always conclude a candidate's evaluation in a wholesome manner - good, bad, can do

Je pense qu’il faut aussi que l’entretien ne soit pas trop structuré .. il faut aussi que cela soit un échange spontané entre 2 parties qui doivent s’assurer d’un potentiel match entre les 2!

To ensure the selection of the best candidates, conducting structured interviews is crucial. Define specific job-related criteria and questions in advance, promoting consistency and fairness. Use a standardized scoring system to objectively evaluate responses. Incorporate behavioral and situational questions to assess problem-solving skills and cultural fit. Involve multiple interviewers to gain diverse perspectives. Additionally, provide candidates with a clear understanding of the company culture and expectations. Utilizing structured interviews enhances the reliability of the hiring process, helping identify candidates with the right skills, experience, and cultural alignment for the organization.

Define Job Requirements:Clearly outline the key skills, competencies, and attributes required for the role.Develop a Questionnaire:Create a list of standardized, job-related questions for all candidates. Ensure they cover technical skills, behavioral traits, and cultural fit.Use Behavioral Questions:Frame questions to elicit specific examples of past behavior. This helps predict future performance. E.g., "Can you share a time when you successfully led a team through a challenging project?"Rating System:Develop a standardized rating system to evaluate responses consistently. This helps in making objective comparisons between candidates.Training for Interviewers

Recruiting the right people for the right role is key to a team's success. You don't always get it right. It's important to involve other people in the process with diverse backgrounds. This way you get different perspectives and ensures you recruit different profiles.

1. Draft a solid job description. Usually this is poorly written - vague, broad and hence meaningless. 2. Interviews alone are inadequate. They’re too short and shallow & can easily be gamed by smart candidates. 3. Design specific, robust questions and/or tests to assess their attitude & aptitude. 4. Ensure that anyone who interviews the candidate is a) has read the Jd & resume properly and is b) asking a different/testing a different area. I’ve seen too many cases where managers have no prior clue of the candidate & march into the interview room & ask basic or similar questions. The line manager must be involved throughout. It’s not something to be “outsourced” to HR.

I have always involved my team in hiring. I can share what the company is and my thoughts on culture and how I feel the person would be a fit, yet truly not share what working in the company is like, since it is mine. I have my employees do interviews with potential new hires to let them experience what it really is like. I also let them give me their feedback when they are ready, not asking them for it. In doing this, the real conversations can happen. I also know and trust that I run a good organization, therefore I trust my people to answer the questions of the day to day and culture.

Bring a friend. Ever have someone join a team and you don’t know them at all? On a high performing team, people hate this. The way to keep things moving fast is the bring the team-lead(s) into the interview. Just being there is beneficial. If they are great leaders, they will tell everyone in the current team WHO the person that is coming into the team is - prior to joining the team. This makes teaming and trust happen faster.

It shouldn't be just HR involved in hiring. When drafting the job description, everyone on the team from leadership, to peers, to direct reports need to provide what they believe are the top 3 technical skills and top 3 soft skills this individual will need to bring to the table. The interview process should involved the leadership and the team. One of my favorite recent placements was a Paralegal that did her first interview with HR and the attorney she'd report to. Her 2nd interview was with her peers that answered questions about the culture and how the attorneys operated. After the interview, she came out feeling very confident in knowing expectations up front. She is now doing exceptionally well and her peers love her!

The best candidate or the right candidate? There is a difference. 1980 Olympic Hockey Coach assembled 60 of the best college hockey players in the country in the Summer of 1979. He his final roster consisted of the right players, not the most talented of the 60 players that tried out. He designed his roster based on skill sets of each player to compliment each of the other players on the roster. That team worked as cohesive unit and beat the most talented ice hockey team on the planet to win gold.

One notable risk is the potential for biased or untruthful feedback. Given that candidates typically provide references, these individuals may feel obligated to present too favorable a perspective, skewing the balance of assessment. It's crucial to scrutinize references objectively, be mindful of potential bias and cross-verify the obtained information wherever possible. Another risk is over-reliance on reference checks in the final decision process. At their best, references provide supportive data, but they should not overshadow a candidate's skills, experiences, and demonstrated performance in assessments or interviews.

Birds of a feather… References are the “flock together” part of this saying. When calling or video-chatting - don’t schedule the interaction. Cold call, tell them you are considering the candidate and ask very pointed questions - like: 1. Would you trust them to lead your kids through a tough project? 2. What was the one thing you wished you knew about them earlier in your relationship? 3. Who do they want to become? If only asking one question, ask the last one. If they are scripted, don’t hire. Listen for fake answers. But always, always - check on who you are bringing into your formation.

Checking references before hiring is a crucial step in the recruitment process with several key benefits:1. Verification of Candidate Information:Reference checks help verify the accuracy of the information provided by the candidate during the hiring process. This includes confirming details such as job titles, responsibilities, and the duration of previous employment.2. Assessment of Job Performance:Speaking with previous employers or colleagues allows you to gain insights into the candidate's actual job performance. This information is valuable in evaluating how well the individual might fit into your organization and contribute to the specific role.3. Confirmation of Skills and Qualifications.

The most effective way to do references is to get the candidate to set up the reference check for you. The threat of doing this puts poor candidates off right off the bat, and opens the door for good candidates to step through. No-one is going to set up a bad reference and if the candidate has broken relationships, they cant game the system. Candidates that can set up multiple references (say 5) is a good sign that they have solid relationships that they have built and maintained. This speaks to credibility, trust and validation. It’s a very simple but powerful approach.

I have a general rule of thumb: Hire for character, train for skill. While it’s necessary to have some sort of applicable degree and/or experience, it’s not the defining factor of a “good employee” or a retainable one for that matter. Personally, I would have a virtual 1:1 meeting with the potential candidate, then a panel interview with key team members. Then based on the position, maybe ask them to perform a skills assessment to gauge their current level.

Hiring team members would need varied approach for different types of role and levels. One size fits all approach has definite challenges While hiring senior team members, useful to go beyond classic hiring process/ interviews. Interacting in an informal setting, it would be great to understand perspectives on current organisational challenges, cultural fitment with your team, as well as positive & problem-solving mindset! Similarly, while hiring team members with external facing roles, similar techniques may help, with a focus on both technical and soft skills. While hiring team members at junior levels, more beneficial to have an enhanced focus on technical skills and learnability! Reference checks help across the board

Take chances. Can't say how many times I've talked hiring authorities into taking an outside shot on a seemingly underqualified veteran job candidates only to have that hire be one of their best. There are many challenges to making great hires and retaining top talent. Being open-minded and flexible is a superpower.

Transparent Hiring Process: Be clear about the selection process, timelines, and expectations. Transparency helps build trust with candidates and can improve their experience with your hiring process. Feedback for Unsuccessful Candidates: Offer constructive feedback to candidates who were not selected. This positive engagement can leave candidates with a favorable impression of your organization, making them more likely to apply again in the future or recommend others to do so.

I'd hire a person with right attitude in the first place. An individual with right attitude can go any further to learn and accomplish the assigned work. An individual with a combination of right attitude and right knowledge required as per JD, would be a right fit. Negative attitude spreads negativity among the other team members which would be detrimental to the organization.