By Michael Herman/Epley Associates
All too often, the hiring process ends up being one of either desperation or convenience. We're either faced with an immediate need that demands quick turnaround or we're faced
with a pool of candidates from which we must "do the best we can with what we've found."
Without a clear vision or profile of the "winner" with regard to work ethic, personality and culture fit, we too-often end up with a "show horse" instead of a "work horse" and,
in some cases, our race horse turns out to be a "lame horse" or even a "mule."
To pick a winner requires planning and some strategic thought. Assuming a base level of tactical performance--i.e., an ability to writealong with minimum qualifications
for the position, and an acceptable personal and professional appearance--the following questions can assist you in developing a profile of the employee who will pay off in the
long run:
1. What is the individual's educational background? --With a college degree being little more than an "entry ticket," that credential has become the norm rather than a
premium. So then the question becomes: What kind of education did the individual receive? Was the course work broad enough in the areas of literature, history, sociology,
psychology, political science, business and the applied areas of math, science and even scientific research methodology and principles?
2. What is the applicant's understanding and application of ethical principles? -- The current environment of public-relations practice demands an understanding of
societal expectations and the ability to intuit as well as to perform in an ethical manner.
3. Where does the individual rank on the analytical/personal-interaction scale? -- Obviously, the person chosen must be able to work effectively in a team environment.
However, the ideal candidate should be considered in terms of his or her ability to fit in with the organization's culture, to grow with the organization, to take on increasing
amounts of responsibility and, perhaps, even groomed for senior management. How does he or she size up situations? How about verbal and interaction skills? Can the candidate apply
creative thought to situations and arrive at appropriate conclusions based on a limited amount of information?
Excerpted from "Reaching Individual Potential In The Work Place, Hiring the Brightest and Training Them To Be The Best," by Michael Herman, APR, PRSA Fellow and chairman
& CEO of Epley Associates.