How to Decide Whether or Not to Hire a Job Applicant

For two years I worked as a Living Area Supervisor in a large facility that was home to hundreds of individuals with developmental disabilities. As part of my job description, it was my responsibility to review applications, interview, hire and fire Certified Nurses' Assistants and Activity Aids.

As a new supervisor, I made a few mistakes in my decisions of who I should hire and who I shouldn't. I remember distinctly interviewing a young man who was in the service. When I asked him, "What is the most stressful situation you have encountered and how did you respond?" He said something like, "When I was on the U.S.S. Cole and it was attacked, so many of the guys were in shock and not able to help the guys that were hurt. I jumped in to try to save lives." I was so intimidated by the man's character and experience that I did not hire him. I still regret that decision, four years later. On the other hand, I remember interviewing a woman who was late for the interview and admitted to having a problem finding reliable child care. I found myself feeling bad for her and giving her a job. This is another decision that I regretted.

As time went on and I gained more experience with the interview process and reading applicants' actions and demeanor, I learned a few principles which helped me make more sound, beneficial hiring decisions.

1. The person you see is probably not the person you'll get.
I know, this is extremely pessimistic, but it's the truth. Just think back to your last interview. You spent 20 minutes longer than usual getting ready, practiced your handshake, and brushed your teeth before you left home. During the interview you were careful about when to laugh, when to be serious, and used your most thoughtful and interesting expressions while the interviewer discussed the job requirements. You asked questions that would make you appear insightful and concerned, even if you really didn't have any questions. As the person conducting the interview, you will be up against this same superficial demeanor during the interview. Try to get around this by catching the person off-guard with unexpected questions. A key to the interview process is to talk one tenth of the time. The more you talk, the less you actually learn about your applicant. Get them talking!

2. If she is late to the interview, she will be late for work. In fact, even if she is on time for the interview, this is not guarantee that she will be to work on time. Remember, she is trying to give you the best impression possible, but as soon as she has the security of a job, her true character will eventually come out.

3. Beware of the applicant's questions about break/lunch times and sick time. In this area, you also need to do your research. CALL REFERENCES. Many employers only contact previous employers, and due to privacy laws and fear of legal action, many previous employers will not give specific answers. Ask questions, expect vague answers and be able to read through the lines.

4. Ask about child care and transportation. Many of my applicants were single mothers, and so these questions were especially important to me. Ask questions specifically tailored to your applicant's situation in life. Look for areas in their lives that might hinder them from being an asset to your company and question them about them in-depth.

5. Be open about pay and benefits. It never "pays" to mislead an applicant about how much money they will make or what benefits they will receive and when. If you are not forthcoming with the information, and reveal specifics only after the person has been hired, you are setting yourself up for a bad employee/employer relationship. Think about what you wanted to know when you were being interviewed for your job and be willing to give that information.

If you are new at interviewing and hiring, be prepared to make a few mistakes. As time goes on and you gain experience, you will be able to make better decision. Use good judgment and discernment to ensure the decisions you make are good for you and your company.