How I Hire: Stand Out -- But Keep Your Socks on

While the economy is slowly creeping forward, today’s job market is still extremely tight. Businesses that are hiring definitely have the advantage, with sometimes hundreds of applicants trying to beat out their competitors for the job. According to the U.S. Bureau of Labor Statistics, there were 11.5 million unemployed with an unemployment rate at 7.4 percent in July. That’s a lot of competition.

So how should applicants set themselves apart from the group, make a great impression and win the position? After many years in business and now as the CEO of a trade association, I’ve learned what kind of team I like to put together to achieve my organization’s goals. Following are key elements I look for on resumes and in the interview to determine if the applicant is right for my team.

IQ vs. EQ: Sometimes the resume doesn’t tell it all. While I typically employ technically skilled people with finance or other relevant background associated with the role, the intangibles are also extremely important. How they relate to others, their ability to communicate, ability to multitask, how they work in teams, how comfortable they are with not being in control. Today’s work environment often involves teams that working together to achieve organization goals.That requires a certain amount of emotional intelligence to be a positively contributing member of the team and be effective in their role.

Proven Success Pattern: Baskin-Robbins-like resumes (31 companies) scare me, especially if there are an endless series of short positions. Sometimes there are logical reasons for a short tenure once or twice, or there was a good reason for the jump. I was president and COO of a large real estate firm and left after three years.The reason? The President of the United States asked me to join his team, a once-in-a-lifetime opportunity. Does the direction of the resume look right? Does it show a pattern of success and progress over time? If not, why? Finally, explain any gaps in employment. I like to see a proven success pattern.

Presence: I look at dress and presentation in an interview. The candidates should always look and be their best in the interview. Are they focused, organized, and do they present themselves well? I remember stopping and interview once and simply asking the candidate, “Do you always go sockless?” It might not have mattered to them – after all, when standing you couldn’t tell. But I knew they would never look better than in the interview and it greatly concerned me.

Homework and research: Did they do their homework before meeting with me? Everything they need to know is available on the internet. They should know who they are meeting with, know about the organization, read up on any recent news stories, and have an understanding for the industry to which they want to enter.Applicants should also come prepared with their own questions. This shows initiative, confidence and ambition.

Passion and drive: Every candidate should go in and sell themselves. If they don’t sell me on why they are best suited to join my team, I am likely not interested. I don’t like convincing someone to take the job and I want someone who is ambitious.What motivates them? Are they energized? Are their questions focused on discussing time off, work hours and parking rather than the role of the job itself? Employers should be asking about the applicants’ motivations, what excites them, why they are here and why they are the best for the job.

These are just some of the main key items I look for in a candidate.Keep in mind that by the time I meet with a candidate, they have likely met with key members of my team.If they made it this far, they are doing great! Since so much of what we do is a team effort, the opinions of my team cannot be underestimated.

I hope job seekers out there find this information constructive and practical as they seek their next great position.

Photo: Wicker Paradise/Flickr