by Louis Georges

Created on: December 18, 2008

Hiring is a difficult part of the manager's job. The hiring manager has to select the most qualified individuals from a pool of candidates and determine which of the selected subset best meets a lengthy set of criteria. Technical skills, interpersonal skills, fit within the organization, potential longevity within the organization, interest in the work, leadership, teamwork, attention to detail... The list goes on.

The hiring manager who makes a poor choice faces some unpleasant prospects. The employee may have to subsequently be fired. Or, the employee may be a problem due to performance or interpersonal issues and yet still stay on with the company, thereby becoming a chronic thorn in the manager's side. The employee may choose to leave shortly after being hired. As in the case of a firing, the employee's departure would force the manager to spend time and money to restart the hiring process.

Due to the challenges associated with finding and hiring the right person, a hiring manager must bring to bear multiple tools. An interview is one of those tools, but should not be the only one. A resume typically provides verification that the entrance criteria have been met for starting the process. A preliminary interview, questionnaire, or test can provide an additional check against any show-stoppers. If the process is handled in this way, then the interview can be more about assessing interpersonal skills and fit into the organization.

Even the most technical of organizations is still made up of people. As a result, the manner in which the candidate will interact with the rest of the organization is usually important. This information cannot be gleaned from a resume; only an interview or reference check can address that question. Reference checks are very valuable...if one trusts the reference. Even so, a reference is still a third-party assessment. The hiring manager needs to have a direct interaction with a candidate in order to make an informed decision. While the interviewis not sufficient to determine whether to hire an individual, it is nevertheless an important step.

Interviews are time-consuming and potentially expensive, especially if the candidate has to be flown in from out-of-town. Interviewing numerous candidates is cost-prohibitive, even if only due to time spent. Other methods must be used to reduce the candidate pool to the point that interviews become an option. Resumes, cover letters, and other tools not only provide a method of screening candidates but also provide material for the manager to address during the interview. An interview by itself will rarely provide a complete and accurate picture of the candidate's suitability for a particular job.

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