Making Hiring Decisions in IT Industry

HIRING OBJECTIVES

The hiring process is closely tied to the corporate strategy. In terms of the latter, hiring continues to satisfy key objectives:

• To encourage competent individuals to apply for a given position

• To increase the pool of knowledge and skills by adding new resources

• To increase the company’s capacity to respond to demand.

STEPS IN THE RECRUITING PROCESS

The recruiting process refers to the series of means used to encourage those individuals who  are qualified to occupy a position within the organization to apply. The selection process is that  by means of which the candidates who best satisfy the established criteria are selected. Lastly,  hiring entails formally offering the position to a recruited and selected candidate.

The most successful recruiting occurs with the support of the organization’s managers and  experts who are familiar with the position to be filled, from the initial planning stages to the  decision concerning the ideal candidate. To effectively carry out this process, a period of approximately four to six weeks must be allowed before the candidate begins in the position.  This time period is necessary in order to follow the six steps of the process and hire the best  candidate.

STEP 1

ANALYSIS OF LABOUR REQUIREMENTS

It is important to clearly define a company’s labour requirements before proceeding with the recruiting steps. This first step is normally carried out when planning human resources requirements.

Questions to ask

• For what tasks, projects or mandates do we need extra personnel?

• When do we need them?

• How many people do we need?

When analyzing requirements, it is important to specify the sought competencies. Drafting the position profile entails defining the activities relating to the position, determining the compensation, and developing the profile for the ideal candidate. Similarly, the basic requirements must be clarified: desired training and experience, knowledge of languages used, mastery with software, etc.

The position profile is very important when planning work projects and organization.

Furthermore, it constitutes a valuable memory aid with regard to performance appreciation because it outlines the anticipated results.

To develop the position profiles, it is a good idea to meet with an individual who is highly familiar with the functions of the position or with a representative of the position being analyzed, since these employees are in the best position to talk about what they are doing. The following questions can be used as a guide:

• What is the position title?

• Who is the position incumbent?

• What is the purpose of the position (summary description)?

• Who is the immediate superior?

• Who are the subordinates?

• What responsibilities are associated with this position?

• What are the required competencies for carrying out the work?

• What performance indicators are associated with this position?

• What requirements relate to training and experience?

• What are the sought characteristics for hiring?

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The job profile is used to clarify the responsibilities and anticipated results with regard to the tasks inherent to each position within the company. It can also serve to identify the sought level of education as well as the competencies necessary to work in different positions. It is important to establish coherence and balance between the responsibilities and requirements identified.

This tool is used to compile the profile of the ideal candidate by determining the essential criteria this individual must satisfy. It is then important to specify the characteristics of the ideal candidate so as to facilitate the selection step.

The example provided corresponds to an IT Analyst position.

STEP 2

RECRUITING

Once the profile has been determined for the ideal candidate, it is necessary to plan the methods that will be used to create a bank of interesting candidates. It is advisable to select several recruiting sources in order to target a broad range of potential candidates.

Recruiting Sources

A) Internal Sources

Obviously, the first candidates to consider are those who already work for the organization.

This inexpensive recruiting source can have positive effects on the work climate and on employee motivation. However, limiting recruiting solely to internal candidates can have its drawbacks.

First, it restricts the inflow of new blood, original ideas and new perspectives. Second, it prevents the company from being able to benefit from external candidates who may be more experienced and more qualified.

B) External Recruiting Sources

When the sought competencies are not present or available within the organization, external recruiting measures can begin.

Here are a few interesting sources for external candidates: former employees, unsolicited applicants, job ads, educational institutions, private agencies, professional associations, the print media, specialized magazines, job markets and fairs, employment sites, etc.

The Internet is particularly well-suited to recruiting in the IT industry. It is a natural tool used by people who are evolving in this activity sector. Most are on-line. The Web makes it possible to reach a large number of potential candidates easily and quickly, thereby simplifying the recruiting process.

Regardless of the method used to publish a job advert, the latter must contain the following information:

• Brief overview of the company (mission, products, services…)

• Title of the vacant position

• Summary of the main tasks and responsibilities

• Necessary qualifications, skills or experience

• Benefits associated with this type of position and with working for the company

• Company particulars for each submission method used.

The job offer is a determining factor with regard to the number and quality of applicants.

Accordingly, it must be written so as to draw the attention of the best candidates. It must be clear and concise in order to protect the company from being bombarded with offers that do not correspond with its needs. In the context of a labour shortage, company administrators must convey the advantages of working for the company in order to attract the best candidates.

In the job advert, the company should list the incentives that would motivate the ideal candidate to apply.

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This tool briefly outlines the contents of the job advert. Obviously, it must be adapted to the company’s context and image.

STEP 3

CANDIDATE SCREENING

Candidate screening involves sorting all the applications received. It is important to refer to the profile established during the first step in order to take into consideration only the selected evaluation criteria. The objective is to eliminate those applications that are poorly suited to the position, and to only retain the best potential candidates.

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This chart can be used to make an initial selection according to the relevance of the introduction letter and the eloquence of the curriculum vitæ.

REMEMBER

For fair and equitable screening, it is necessary to evaluate all the CV’s that are received according to the following method:

1) Re-read the position description as well as the list of desirable and essential criteria to make sure they are fresh in mind when analyzing the curriculum vitæ.

2) Read all the curriculum vitae and sort them into three different groups:

A. Very close to the sought profile

B. Quite close to the sought profile

C. Not relevant to the job posting.

3) Evaluate the curriculum vitæ in groups A and B to confirm their classification according to Tool 5.

The Group A candidates should be met in an interview. Those in Group B could be contacted if there are not enough candidates in Group A. In the case of a labour shortage, it would be a good idea to review the selection criteria or simply find another recruiting method.

Once they have been identified, the most interesting candidates should be contacted by telephone to arrange an interview. It is advisable to send a letter to the applicants not selected, informing them of this. This demonstrates that the company respects everyone who offers their services, and encourages them to maintain an interest in the organization.

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This tool is a sample rejection letter that could be sent to those applicants who are not selected. It may be relevant to mention that their curriculum vitæ will be kept for future reference.

STEP 4

SELECTION INTERVIEW

Before the interviews, devise a selection interview chart to evaluate the different candidates based on the same criteria. The company will form a selection committee to obtain different opinions about the candidates. The selection committee will be responsible for determining the main criteria being sought during the interview.

It might also be a good idea to enlist the services of a recruiting consultant to benefit from an objective and professional opinion and from support during the selection and recruiting process.

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This tool features a series of questions to ask in a selection interview. To select those that appear most relevant to the vacant position, consider the following:

• What information presented in the candidate’s CV warrants being discussed further?

• Is any information missing or is there anything else we would like to know?

The purpose of selection interviews is to evaluate candidates’ self-management skills and to collect the information that will make it possible to evaluate their ability to evolve within the company. Ask them about their interests, values, past accomplishments and motivations, and have them react to situation simulation exercises.

This first interview should generally last between 45 minutes and one hour, and should comprise some fifteen questions.

REMEMBER

BEFORE THE INTERVIEW

• Prepare the meeting: determine the time, the site and the room number

• Review the competency profile and interview canvas

• Determine which member of the selection committee will ask the questions

• Prepare the specific questions

• Prepare answers to questions concerning compensation.

DURING THE INTERVIEW

• Make the candidate feel at ease

• Explain how the interview will unfold

• Listen

• Observe non-verbal communication

• Ask the candidate to talk about his or her accomplishments and areas of interest

• Ask him or her to react to simulated situations similar to those that reflect the realities of the vacant position

• Check for affinities between the committee members and the candidate

• Close the interview by giving the candidate the opportunity to ask questions, and by explaining the steps that will follow.

AFTER THE INTERVIEW

• Complete the evaluation chart by adding your comments

• Briefly discuss your comments with the selection committee.

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The evaluation chart can be used by the person responsible for hiring to prioritize his or her notes and impressions. Accordingly, a general chart presenting personal characteristics will make it easy to put what was perceived during the interview in writing. This tool can be useful when several candidates are interviewed and it is difficult to make an enlightened decision.

STEP 5

POST-INTERVIEW REFLECTION

During the post-interview reflection, solicit the perceptions of each member of the selection committee. It is common practice to invite a candidate to a second interview, when necessary.

A second interview normally comprises situation simulation techniques and practical tests relating to the position. These in-house tests strive to assess the knowledge and skills of candidates with regard to the position requirements. For example, a Programmer-Analyst could be asked to develop a basic program simulation.

Psychometric tests can also be useful for gaining additional insight into the candidate’s self management skills. In this regard, an expert must be brought in to select a test that is appropriate for the criteria being assessed. These tests make it possible to establish a balance sheet of competencies for an individual intent on working in a specific position, and can also be useful for determining a training and job coaching program. The psychometric tests are normally useful for developing management competencies, sales skills and interpersonal qualities.

Tests used by experts to complete and enrich the selection process include performance tests (in-basket tests: situation simulation exercises), intellectual aptitude tests (analysis, summary, learning) and psychometric tests (values, needs, personality traits, interpersonal skills). The administration of these tests constitutes the final step in the selection process. They help to support the final decision through objective analysis.

Lastly, to evaluate self-management skills in a less formal manner, it can be a good idea to conduct the second interview in a less formal setting (lunch at a restaurant, meeting with personnel, social activity, etc.). This makes it possible to observe the candidate’s behavior in a group setting with the rest of the work team.

STEP 6

HIRING DECISION

The final step entails making the decision as to whether or not to hire the candidate. This decision relies on five dimensions:

• Competencies (education, training, preparation, practice, know-how and experience)

• Personal characteristics (self-management skills)

• Motivation (attitudes, behaviours, reactions during the interview)

• Adaptability (self-perception and perception of others serves to assess the chances of this person integrating into the organization and to assess compatibility with the members of the team)

• References.

Before making the final decision it is necessary to check the candidate’s references.

Accordingly, it is important to ask the candidate to sign a consent form authorizing a member of the selection committee to contact former employers. The purpose of establishing contact with former employers is to confirm the accuracy of the answers provided by the candidate in response to questions asked during the interview, and to obtain another opinion.

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This file is a sample consent form authorizing the company to verify the accuracy of the information the candidate has provided about former employers.

REMEMBER

When making the reference validation call, proceed in the following manner:

• Introduce yourself.

• Explain the purpose of your call and specify that you are counting on the honesty of the person you are speaking to. Explain that you are asking for a service between employers.

• Assure this person that the information he or she provides will remain confidential and that you have obtained the authorization of the former employee to make the call (if necessary fax a copy of the signed consent form).

• Discuss the candidate.

• Ask questions about the candidate’s responsibilities and about his or her main accomplishments.

• Ask the reasons for departure.

• Thank the person for cooperating.

If the candidate’s references are satisfactory, the person in charge of recruiting may inform the candidate that he or she has been selected. The candidate must be presented with a job offer outlining the employment conditions and the working hours that will appear in the contract.

A formal contract must subsequently be drafted outlining the agreements and regulations pertaining to the position. The following information must be included in contracts in the IT industry:

• Non-competition clause

• Privacy clause

• Mobility clause.

Work Contract

Due to the fact that a work contract is a legal document, the different clauses can vary depending on the laws in effect. The work contract should be prepared in line with the effective laws of the land.

REMEMBER

During the final step of the hiring process, compile a series of documents that will constitute the employee’s file. It is preferable to centralize all the employee information in order to avoid file mix-ups and to ensure better control. It is necessary to ensure that a complete copy of each employee file is accessible in a predetermined location.

An employee file should contain the following information:

• The employee’s personal information sheet (name, home address, telephone number, social insurance number, emergency contact)

• Curriculum vitæ and introduction letter

• Work contract

• Pay sheet and cheque specimen

• A consent form authorizing an employer to verify the employee’s legal and medical history (if applicable)

• A reference application sheet

• Disciplinary notices (if applicable)

• Performance evaluation sheets

• Notes on meetings between human resources managers and the employee.

The task of photocopying the employee files must be entrusted only to those individuals who are authorized to access personnel files. These files must be stored in locked filing cabinets. Other methods can be developed internally to ensure the full protection of personal employee information.

EXAMPLES OF INTERVIEW QUESTIONS

Questions to determine integrity / honesty / loyalty

• Tell me about one occasion where your integrity was put to the test.

How did you handle it?

• Have you ever had to apologize for behaving badly?

• If you saw a colleague acting dishonestly, would you tell your boss?

What would you do?

Questions to determine personality / temperament/ friendliness

• How would you describe your personality?

• If I were to call the people who referred you, what would they tell me about you?

• Do you consider yourself to be a risk-taker?

Tell me about a situation where you took a risk.

• In what type of environment do you like to work?

• With what types of people do you prefer not to work?

• What types of responsibilities would you like to avoid in your next job?

• Give me two or three examples of tasks you don’t particularly enjoy.

How do you stay motivated to complete them anyway?

• What types of people do you dislike?

• Tell me about an irritating experience at work.

• How are you as a team player?

• Tell me about organizations you have applied to work for in the past.

How did you do?

• Which of your past jobs did you find the most satisfying, and why?

• Which of your past jobs did you find most frustrating, and why?

• Tel me about the best boss you ever had. Now tell me about your worst boss. Why was it so difficult to work with this person?

• What do you believe you should do for your employer?

• What should your employer do for you?

Questions to identify past mistakes

• Tell me about an objective you did not attain in your last job, and explain why this happened.

• When were you criticized the last time? How did you react?

• What have you learned from your mistakes?

• Tell me about a situation where you failed completely. What did you do to set things right?

• Tell me about a situation where you suddenly had to change course.

• If you could change one thing about a management decision you have made in the past two years, what would it be?

Questions to determine creativity /creative spirit / ability to find solutions

• When was the last time you had to break the rules (or find an original solution)?

How did it happen?

• Tell me about something innovative that you have done.

• What was the craziest idea you ever had? Did you see it through?

• Tell us of your reactions to someone having shared a new idea with you that seemed rather odd or unusual.

• If you could do one thing to change the world, what would it be?

• Tell me about a situation where you encountered management problems. How did you resolve them?

• What was the most difficult decision you have ever had to make? How did you arrive at your final decision?

• Tell me about situations where you have had to work under pressure and meet deadlines.

• Have you ever been in a situation where you have had to meet two different deadlines at the request of two different people and you were unable to meet both? What did you do?

• What professional problem-solving technique works best for you? Give me an example of one of your solutions to a delicate problem.

Other relevant questions

• How did your best boss encourage you to excel? What method did he or she use?

• What professional accomplishment are you most proud of?

• What is the most interesting thing you have done in the past three years?

• How do you measure your own success?

• What are your short and long-term professional objectives?

• Why should we hire you?

• What responsibilities would you be prepared to take on and what results would you achieve if we selected you for this position?

• In your opinion, what elements are indispensable to the success of an organization like ours?

• What do you hope to find in our organization?

• Is there anything else you would like to tell me about yourself that we have not already discussed?

• Do you have any questions?