TO HIRE OR NOT TO HIRE? HERE IS YOUR FOOLPROOF CHECKLIST

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Sometimes, hiring a candidate can seem like rocket science before the era of Google. You hire an experienced sales manager only for you to realize that the manager cannot handle the changes in market dynamics. You hire a candidate who seems to have immense potential as an executive assistant only for you to realize that the assistant is tardy and untidy hence he can hardly keep up with the demands of the job. What are the indicators or clues that an employer should be on the lookout for before hiring a candidate?

Hire a candidate who has the right potential

Potential is often defined as the ability to grow and adapt to different working environments. It is easy to weed out the candidates who lack potential during the preliminary stages of an interview. However, determining whether the candidates possess the right kind of potential takes skill. Globally, jobs are increasingly subject to change due to the fast-paced nature of advancement.  A good employer knows that uncertainties are a part of the future hence he or she hires with that in mind. Look for interview questions and assessments that bring out a candidate’s inquisitiveness. Ask candidates about practical steps they have taken to learn something new and apply it in their field. Having the right potential is demonstrated through one’s eagerness to learn in order to reach one’s full potential. A candidate with the right potential is competent, curious, insightful and engaged. A candidate with a few years of experience may have more potential than a candidate with many years of experience. A candidate with the right potential does not want a new job because he/she “can no longer learn anything from their current job”. Instead, he or she wants a position in your organization because it is in line with his or her career goals.

Hire a candidate who understands their career trajectory

Some candidates are one disaster away from a career head-on collision. Their career journey is a random doodle with no goals, ambition or direction in sight. Other candidates know where they are headed, why they want to head in a particular direction and how they are going to get there. Job hopping might look like it is in vogue but from a recruitment perspective, it might also speak of indecisiveness and red flags in one’s character. There might be a shortage of permanent jobs in this economy so it’s okay for one to have some temporary jobs in one’s resume. However, if the stories behind the departure from one organization to another do not add up, then there is a problem.

Hire a candidate who can ask good questions

The wise man, as it is often said, poses the right questions. A candidate who asks questions for the sake of asking questions might be a disengaged candidate who is not curious. A good interview is engaging because it is a two-way conversation. Be prepared to answer a candidate’s questions with clarity and honesty. A candidate’s questions can be an indicator of the candidate’s ability to think creatively and learn. It is also an indicator of whether the candidate is eager to join the organization and bring new ideas.

Hire a candidate who is passionate and determined

Does the candidate have new ideas that can be applied in solving problems in your organization? What practical steps would they take to bring that idea to life? How would the candidate counter the legal/ economic challenges that might be encountered in the course of the implementation of their idea?

Sometimes, the most determined and passionate candidate who would be the right fit for the job does not have the academic skills required for the job. A good programmer might have coding skills that he or she learnt through open courseware on the internet while he/she was working at a restaurant to make ends meet. Such a candidate might lack some of the technical skills but their passion and determination makes them an excellent fit for the position. A good project coordinator might have the right skills and attitude but he or she studied biology as their first degree then took online courses in project management.

Do not hire a candidate who is overconfident and proud

Confidence is essential in successfully executing any role. Overconfidence, on the other hand, is a success killer. A candidate who is overconfident does not understand the importance of taking calculated risks. He or she does not know the limits of what they know and the importance of acknowledging that there is a lot to learn. Such a candidate will overpromise and under deliver, take unnecessary risks and constantly pass the buck to others instead of taking responsibility for their mistakes. Ask questions that will help you determine whether a candidate knows their limitations and is willing to seek help where it is necessary.

Do not hire a candidate who brags about other job offers

If a candidate is bragging about other job offers, then he or she should probably be allowed to pursue other job offers. A candidate who brags about other job offers is manipulative and greedy. He or she is probably trying to arm twist the organization into offering more in terms of monetary benefits by overstating the value that he or she would bring to the organization. Bragging about other job offers is also an indication that the candidate will accept other job offers using your organization’s offer as leverage.

 

Are you looking for talent with the above qualities? Do talk to us.

Crystal Recruitment is a leading Recruitment Firm in Kenya, with presence in Uganda, Tanzania and Rwanda and a reputation of getting the right people for your open vacancies.

Age is a Number, not a Sentence

One of the questions that was raised following the tragic accident involving a bus at Fort Ternan, Kericho was the age of the driver. According to reports in the newspapers, the driver of the ill-fated bus was 72 years old. He had, according to his employer, been a competent employee until then. Questions as to whether his age affected his capacity to perform his duties will remain unanswered. Every organization has to consider the age of its employees. Section 58 and 59 of the Employment Act of 2007 recognize that the minimum age for any industrial undertaking is 16 years. Most employees are required to retire by the age of 55 years but in some instances, an employee can continue working up to the age of 70 years.

As technological advances shift the nature of work, jobs are continually evolving. There are jobs such as digital asset manager which did not exist twenty years ago while there are others such as typists that have become obsolete. The ratio of Kenya’s youth to the population stands at 20.3%, which is above the world’s average of 15.8%. A 2016 World Bank report stated that the unemployment rate in Kenya among the youth stands at 17.3%.  This is higher than the unemployment rates in Uganda and Tanzania which stands at only 6%. It is against this backdrop that organizations have to find the right balance in order to attain diversity in terms of age in their organizations.

There are stereotypes that are associated with both the young and the old that do not necessarily apply to everyone in these groups. Many hiring managers consider millenials a good fit for certain roles because it is often assumed that they are “energetic,” “digital natives” and “agile learners.” These assumptions have driven a shift in terms of considering the criteria for labelling an employee as “too old.” In certain industries, anyone above the age of 40 years is considered “too old,” hence certain roles are reserved for employees below the age of 40 years. In other organizations, those who are below the age of 40 years do not stand a chance because most positions are occupied by those who are 40 years and above. Both extremes create an imbalance in the work place and stifle the rich experiences that would be created as a result of having a diverse workforce comprised of workers of different ages. Organizations can take the following active steps towards ensuring that they create a diverse workforce:

Have a talent acquisition strategy that spells out skills/background required for each role

Having a talent acquisition strategy ensures that you hire the right talent for the right job. It forecasts the organization’s need for talent in line with its growth strategy and helps in planning in advance for talent acquisition. Having such a strategy in place can help in eliminating some of the age inclined biases because the skills and background of the required talent is clearly outlined in the strategy. Some cliché words used in describing talent are regarded as ageist. For instance, “highly energetic” is regarded as a euphemism for “young”.  Avoid using such words in your strategy. Instead, focus on attributes that would make a candidate valuable regardless of their age. The talent acquisition strategy should be shared with external recruiters to ensure they understand the organization’s needs when it comes to talent.

Create interview templates that are related to candidates’ skills and work experience

A good interview should be an opportunity to delve deeper into a candidate’s competencies and work experience. All the questions that the interview panel intends to pose to the client should be geared towards ensuring that the hiring team has a clear picture of the value that the candidate would bring to an organization if given an opportunity to do so. Experience is valuable and it often comes with age but this does not mean that a candidate who does not have many years of experience would not be of value if given an opportunity to put their skills to use.

Make training opportunities available to all employees

Learning, as they often say, is the only way to avoid rusting. Training is an essential part of your organization’s growth hence it should be offered to all employees on a regular basis. Organizations often assume that they will not benefit much by offering their older employees opportunities for training since the older employees are on their way to retirement. This assumption results in a huge skills gap between the older and younger employees.  Training offers an opportunity for the older employees to share the wealth of the experience they possess with the younger employees. It offers the younger employees an opportunity to share the new developments in the field with older employees in an environment that is interactive and friendly.

There are three ages to consider according to psychologists. Which age are you focusing on?

Psychologists argue that there are three “ages.”

Chronological age is determined by one’s date of birth. It is subject to the clock and seasons on earth hence there is nothing anyone can do about it.

Biological age is determined by one’s lifestyle. A 20 year old can have the heart of a 90 year old due to bad eating habits, lack of exercise and a bad attitude towards life. A 60 year old can have the heart of a 30 year old due to proper eating habits, regular exercise and a good attitude towards life.

Psychological age is determined by how an individual views himself or herself as he/she advances in age. As Henry Ford, the American business magnate and founder of Ford Motor Company rightfully observed: Anyone who stops learning is old, whether at twenty or eighty. Anyone who keeps learning stays young. The greatest thing in life is to keep your mind young.

Are you stuck in a rut when it comes to talent acquisition? We at Crystal Recruitment make it our business to find the right talent for your company as we are a leading Recruitment Agency in Kenya. Talk to us today and let us help you find the right talent.