So, you’re hiring someone tomorrow and you’re scrambling to do it well.
First of all, we strongly suggest you not rush into hiring, due to the increased likelihood of making a mistake which results in lower performance, cultural misfit, and the extra expense of firing one employee and having to hire and train another. Rushed hiring is one of our seven most common hiring mistakes, and it’s best avoided.
That’s because you must lay the foundation for a successful hiring process, which includes:
Done those? Congratulations, you’re ahead of the game. Otherwise, if you are committed to hiring someone tomorrow despite being unprepared, here are some last-ditch tips. These assume that if you are hiring tomorrow, your job description and the candidate search are already water under the bridge. Do the best with what you have now by using these pointers.
Most importantly: beware your gut. Though we often hear the exact opposite, to trust our instincts and that “first impressions are everything,” when it comes to predicting future success in a role, research has proven otherwise. That goes two ways. You may think someone is going to do well in a role, or you may think someone is going to fail in the role based on your first impression.
It’s important to recognize that these impressions are unreliable and prone to bias. The basis for your impression may be irrelevant to whether a candidate is best suited to fulfill the job requirements. Counteract your “gut instincts” by objectively evaluating candidates against your pre-defined criteria of what it takes to succeed in the role. Then, take another look at how the candidate stacks up. Gain further protection from the subjective nature of the hiring process by involving multiple parties.
Don’t hire before you check references and verify the resume, which is a marketing document (in the best case scenario, brimming with exaggerations).
Reconsidering that rush hire yet? It’s not too late to call the whole thing off. If you aren’t 100% sure about your choice then by all means, don’t make the hire. Don’t settle for your second best choice, don’t compromise on someone who simply happens to be the best choice from your candidate pool, and don’t choose someone because you like them and are hopeful that they might work out.
The right reason to choose someone is: you believe they will be successful in your role, and your belief is backed up by reasons why they can meet each of the criteria critical to succeed in the role.