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Thank you Professor Nuha forbade the first back chosen hire the correct person to the high professionalism of the Director and his ability to find talent and ability to explore their thinking in an interview. Secondly I believe theme "the right man in the right place" third precision and explore personal insider knowledge through questions smart personal and behavioural analysis of the way of thinking
Finally, there is the General rules agreed upon by the majority of managers and taught in universities today are:1. speed test and counter-intuitive answer employee.
2. test the capacity of intellectual and cultural capacity and focus on the area of specialization.
3. test the ability of the employee to work in a team and see how much cooperation.
4. test the overall performance (and practical).
5. test the ethical values and mindset.
1. Effective job analysis.
2. Competency based job description.
3. Competency based job interview.
4. Select right person for interview board.
5. Assess Knowledge, skills and attitude.
Dear Nuha,
There are many ways of making sure that you don’t get snowed by someone who is good at making a first impression through interview, but bad at delivering results when you hired him/her or what we called (Wrong Candidate in Best Position).
Let me help you by tell you the best things to do when hiring to guarantee never hire a dud again:
1- Interview twice, triple or more.
First impressions count for everything, but second interviews can be revealing and third interview can build relation and clear evaluation.
2- Stop talking, let's do actions.
Choose something that takes two to three hours, requires a familiarity with relevant skills, networks, or industry knowledge, and and monitor while working for you. Simulate a mini version of their work as closely as possible.
3- Choose the one who can Can Get it Done not only Can Do.
” The “can do” is the candidate with the hands-on skills who can accomplish the task without any help. The “can get it done” is the candidate who will deliver but may need other resources to make it happen.
4- Go Social and search.
When you hire someone, you must check social networks, how is he/she and what about feedback and comments.
5- Focus on Startup-Phases and Appropriate Hire Types.
When you have a connection to the people you work with, anything is possible. Maybe they're an asshole, maybe not. But do you trust them? Do they trust you? Are you in it to the end with these people on pain of death?
I hope that the answer has helped you how to avoid wrong hiring for wrong people.
Best Regards,
Hany Sewilam AbdelHamid
Director of Sales & Marketing | HBD
Entrepreneurship Coach & Consultant
- http://www.sewilam.com
- http://facebook.com /HanySewilam
- http://twitter.com /HanySewilam
- (Le lien a été supprimé pour non-respect des conditions d'utilisation. Veuillez contacter l’équipe d'assistance pour plus d'informations.) /HanySewilam
Here are five tips to help you avoid hiring the wrong person for your startup.
1. Stop Giving Open Book Tests
Writing lengthy job descriptions loaded with job requirements may keep unqualified candidates from wasting your time, but you’ve also just given every candidate a cheat sheet. Job seekers are taught to break down your job description and weave it into their resume, which will make everyone look equally qualified. There are even websites that will automatically mash your job description together with the candidates resume and spit out a new version with the right keywords embedded. Sell your company, your vision and the position, but make job seekers tell you what they can do for you — not what you told them you want.
2. Don’t Confuse Experience with Skills
Startups move fast, and every position is a skilled position. Job candidates can often blur the line between a previous experience and a skill, which is a trap you need to avoid. Don’t assume that candidates have certain skills just because it’s a keyword on a resume, a previous job title or experience at a similar business. Have an in-depth conversation with your top candidates to discuss what they are best at and learn how they have acquired those skills through experience.
3. Make Sure the Timing Is Right
Just like good timing can lead to the successful exit in a startup, good timing can also apply to job candidates. Where is the candidate in his career? Is he capable of taking a big risk at this point in his life? What kind of adversity has he faced in previous jobs? Does he seem too anxious to hit a home run or does his experience tell you he has the patience it takes to succeed? You don’t need your employees abandoning ship the first time your startup hits rough seas. Sometimes it’s just the right timing that makes a person successful in a new venture.
4. Skip the Initial Telephone Interview
I’ve never liked doing telephone interviews based on the initial review of a resume — it's way too time-consuming. But I do like communicating with candidates, because that’s when you learn the most about them. After I’ve looked at a candidate’s background I might send off a short message and say, “Tell me about this experience" or, "What do you know about this skill?” How does he respond? Does he respond? Can he write? Is the exchange comfortable? The ability to communicate articulately in writing is a trait of top talent, regardless of the position. If you engage candidates in a more in-depth and ongoing communication string rather than conducting a one-and-done phone interview, you will quickly learn who stands out from the crowd.
5. Separate the “Can Do” From “Can Get it Done”
In most startups, resources are tight and the timeline is very short. When you’re hiring for a key position, make sure to ask yourself if you need someone who “can do the job” or someone who “can get the job done.” The “can do” is the candidate with the hands-on skills who can accomplish the task without any help. The “can get it done” is the candidate who will deliver but may need other resources to make it happen. Both can be valuable attributes to have, but you need to clearly understand which one you need to avoid a hiring mistake that could set you behind.
Well.......Good question
Agreed with both answers given by
Mr.:Saiful Islam Hiron & Dr. :Mohammed Al jafali.
Both of them did it in an excellent practical description
You can avoid hiring the wrong people by choosing the perfect person among the candidates by conducting an assessment interview after the1st steps of interviews and the shortlisted candidates must conduct assessment .
Discus the relevent job required skills and ask for the solutions for a job for which the candidate is required.And check his/her past achievements
Good Question asked by Ms. Nuha Ali. We can try but such mistakes occures again because we can not proper evaluate a person in a half hour.
Some of the people were very good in whole sellection process but when they start their job, they were not as goog as in interview or test.
So in my opinion we should sellect a candidate for a limited time e.g, three month etc. In that time we can check him/her properly and make sellection about employment.
We can just try ....but nothing is100 % .
My View : (i) Judge A Person with his ability to Perform & With his Challenging nature will he/she can overturn;
(ii) Reasonable Play field is provided to the employee by the employer / management will judge whether he/she could handle the duty / responsibility for which he/she is hiring ;
(iii) HRD is the key role to tell the truth to the management with plus & minus of both person, his/her ability .
If these are at place than thier are No Internal Challenges only External Competition left & that the candidate has to do it on its own.