We have been interviewing for several new roles at my company. We have a different attitude than most about hiring – we lay our cards out on the table – we ask the candidate to do the same – so both sides have the facts to assess whether the opportunity is truly the right fit. No games. No surprises.
As we explain this process to our candidates, they look at us in disbelief. Few companies share what really happens in the workplace in the workday. Fewer companies are honest about the expectations, challenges and opportunities of the role. And we win candidates in right away with our process. We set the stage that we base all decisions on learning and using the facts.
Sure, there is more to it – we first use a talent matrix to create a talent and skill profile for the role. We use this to craft our job descriptions and ads – we are up front and honest about the core abilities needed to be successful in the job. We require candidates to take a talent assessment and we use talent-based interview questions to determine whether the required talents and skills exist in the candidates we consider. It’s a logical and very effective process.
Here’s the point. We tell it like it is; there are no surprises when a candidate starts with us. This set the stage for a powerful relationship between the candidate, management and the organization. Candidates know we are straight with them and that we have the same expectation of them. And if they make it through our process, they then know that we expect the same behavior – to tell it like it is – as they encounter the things in their jobs.
Employees who feel they are lied to or are given only half of the truth, disengage quickly from companies. And with the contact power of social networks, this information quickly gets around. Better the world know you for your honesty, integrity and accuracy than for your inaccuracy and untrue embellishments.
We tell it like it is when it comes to performance expectations. Every employee knows what he needs to do.
We tell it like it is with our core values – what behaviors we expect and insist on in the workplace.
We tell it like it is with our customer service expectations – what “done right” is and how to build customer loyalty.
We have found that we can’t be successful basing any part of our business on smoke and mirrors – from hiring to daily employee performance. We need (and insist) that our employees (and management) tell it like it is. Otherwise, how can any of us consistently determine the best response?
