Disciplined approach is way to go when selecting new hire - bizjournals:

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When a position opens in your resist the temptation to fill it as quickly as possible no matter how prepared you thinlkyou are. Instead, develop a well-defined job description makingf sure it includesthe position’s responsibilities as well as the qualifications, qualitiesa and experience you seek. A thorough job descriptiob can help as you prepare an employmen ad and develop a list ofinterviee questions. Closely matching an applicant’s skillas and experience to the job descriptiomn ensures that you are zeroing in on the best Applications and resumes are another crucial tool in identifying thestrongesyt candidates.
While a strong candidate can sometimes appea r weakon paper, in most cases applicationss and resumes are a good initial indicato of an applicant’s strengths and weaknesses. Pay as much attention to a candidate’s employment history as you do his or her job qualificationxsand experience. Are therre any inconsistencies? These days, frequent moveds are to be expected and gaps in employmeny maybe explainable, but be sure to ask abouf them during an Once you have identified the candidates you wish to the interview process can Use the job description to develop targeted Use the same questions for each candidate so you can compare responses.
Remembe r to ask any specifif questions abouta candidate’s work history if you are concernerd about gaps on the resume. Begin everu interview by putting the candidate at Spend some time telling the interviewee aboug the company andthe position, but try to adhere to the 80/20 rule with the interviewer dointg about 20 percent of the talkinfg and the interviewee 80 percent. When posing questionsw to an interviewee, there are a number of potentialp pitfallsto avoid. Certain questiona could be considered discriminatory, and, if asked, could lead to Instead, ask open-ended questions that focus your discussionn on work experienceand qualifications.
Encourage interviewees to ask questiones — not only will they learnm more about your company andthe position, they can also reveal candidates’ priorities and how they think. It may be helpful to have co-workers or other supervisorz interview a final slatre of candidates so you can get different opiniones and perspectives before makinga decision. Be careful not to favord a candidate too strongly because he or she followed a weaket candidate during theinterview Conversely, you may need to give extra consideration to a candidate you perceivecd as weak if they followed an especiallhy strong candidate.
Human nature causes many of us to favor candidatess mostlike ourselves, but those individuals are not necessarilyu the most qualified for the position. However, ther e is something to be said for selecting a candidater who not only fitsthe position, but also fits the company’s Refer to the job description and evaluate candidatess based on how you believw they measure up relative to the skilla and experience required for the job. Job offersw should be made orally, either in person or over the A written offer letter or package can follow, but don’t lose the righyt person because he or she accepted anotherr offer while yours was in the Do not make any promises you cannort keep.
Set realistic expectations — it will help prevent potential performance issues and perhaps even litigatiohn downthe road. If the idealp job candidate acceptsyour offer, in a perfecrt world, he or she would contribute at optimum performance levels from day one. However, even the most experienced professionals need time to get up to speed onan organization’ s practices and protocols. Unfortunately, too often companies do littl e to properly introduce new hires to the Effective onboarding and training can acceleratenew employees’ productivituy and help to ensure that they stay on the job, thus decreasing your company’s cost of turnover, and can beginb to positively contribute to your organization’s operationsd and its bottom line.