Proven Strategies for Surfacing the Best Candidates

Hiring can be a challenging process. But hiring the best goes beyond calling in that group of people and making a snap decision. That could get you into trouble--trouble that could take months or even years to resolve.

Rarely does a manager have the luxury of time. You're probably being pressured by your supervisor who's asking you" "Have you advertised yet? Have you found someone to fill this opening yet?" You need to solve the problem--right now.

But take a deep breath. Don't succumb to the pressure. You have to do this right. You have to hire someone who fits the position, who is capable and who fits in the culture of your organization.

You know from experience what a nightmare it can be when you hire someone hastily, just because you're under the gun. You may recall times that, even when your best judgement told you that you shouldn't, you ignored the red flags and warning bells and made a hiring decision you later regretted. Three months later, you have an unworkable situation, and you have to let the employee go. Poor hiring decisions inevitably land back in your lap.

So this time, you are not going to settle. You are not going to cave. You are going to bring in the very best candidate for the job that the company has ever seen. Your workplace will be so trouble free that you'll have no complaints, no problems, no department squabbles to fix!

So, how do you proceed? Let's take it logically. In its simplest form, the process involves three steps:

1. Finding the very best candidate for the job.

2. Interviewing those candidates to determine their skills and compatibility.

3. Performing background checks and tests to confirm that the application and interview processes have revealed the truth about these candidates.

In this book, we'll give you proven strategies used successfully by professionals across the country. This advice has helped them, and will help you, to surface the strongest candidates for your job openings.