Alec’s Tool Kit for Hiring Leaders

My passion is training business owners and CEOs on the right way to hire leaders for long term cultural fit and bottom line growth. Hiring right and engaging employees are key elements to achieving bottom line success. But hiring well takes a process, proper planning, and a committed team. Below are a few hiring tools you can add to your toolbox.

1. DEFINE the position

First, determine who will be impacted by your new hire. Round up the hiring manager, peers, and any direct reports and invite them together to brainstorm the WHO, the WHAT, the TICKET, and the WHY. The WHO is the values, traits, characteristics and key behaviors that will make this person successful both in the role and at your company. The WHAT are all of the responsibilities and key metrics for the position. The TICKET is what you want to see in the ideal candidate’s background, education and overall skill set. (The TICKET will become your resume scorecard). The WHY is made up of your current employees’ reasons for working at your company – why do your employees work for you instead of your competitors?

2. Create the Position Profile & Attract the A-Players

Now that you’ve gotten buy-in from your team by asking them to help define the position, you’ll want to take that information and condense it into an appealing job ad. This is what I mean when I say, “Position Profile.” The time you’ve taken to craft this one-of-a-kind job description pays dividends because it attracts a higher level of candidate. Often top performers, or even their spouses or friends, will see the position profile on a job board or through a contact, and recognize that they/their spouse/their friend fits the bill perfectly. The Position Profile also helps attract more candidates in general, which means you get a larger applicant pool. Larger applicant pools are directly tied to a faster speed of job search.

3. Conduct Behavioral Phone Interviews

If you don’t already have a copy of VisionSpark’s behavioral interview questions (plus answers), you can create your own using the WHO and WHAT sections of your Define brainstorm. Identify the most important traits you want to see in candidates, and most important skill sets, and create your questions based on those traits and skills. For example, if it’s important that your new hire is a good delegator, a good behavioral interview question would be, “Do you consider yourself a good delegator?” If they answer yes, ask, “Tell me about a time when you delegated effectively.” The key here is that the candidate provides a specific example as evidence of their good delegation skills. In addition to asking candidates the behavioral interview questions you’ve created, you’ll want to validate the claims they’ve made on their resume. Understanding job transitions is especially important; often this can be key to knowing what motivates a person.

If you don’t want to create your own interview questions, please ask me for a copy of VisionSpark’s research-based behavioral interview questions (plus answers). I would be happy to provide you with them.

4. Interview Day

Once again, you’ll want to gather your entire team to prepare them to meet the candidates. All stakeholders present in the Define brainstorm should be involved in Interview Day. Through behavioral phone interviews, you should have narrowed your applicant pool down to three candidates. All three candidates should interview on the same day. There are several reasons for and benefits to conducting Interview Day. You can read more about it here.

By utilizing these four tools, your hiring success should vastly improve. For more information or a complimentary hiring consultation, please reach out to me at or 614-389-3375.


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