Are you hiring? Looking for the perfect candidate can be difficult, but Hays’ Christine Wright is here to help you avoid some red flags before you hire someone new.
Hiring a new recruit is always a risk, no matter how sure you are about your decision.
After all, there’s only so much you can realistically gauge about a person during the interview process and, sadly, in the long run, you may well find that the candidate isn’t delivering or simply doesn’t click with the team.
There will always be an element of risk when hiring – this is unavoidable. However, some risks can and should be avoided at all costs. So, which red flags should you be looking out for when hiring new talent?
The candidate isn’t properly prepared
The vast majority of candidates will research the company and the role, and understand that this is a key part of their interview preparation. They will demonstrate this interview preparation by being able to confidently answer what they know about your organisation already and why they want this role, at this company in particular.
A well-prepared candidate will also have come armed with a number of questions to ask you at the end of the interview. This is basic interview preparation, and something we reiterate to our candidates time and time again.
If the candidate doesn’t display the above behaviours during their interview, then it is clear that they haven’t thoroughly prepared, and you should view this as one of the red flags. This shows a lack of organisation as well as enthusiasm for the role – two traits that you definitely don’t want to compromise on.
The candidate lacks ambition
Take note of whether or not the candidate can tell you where they want to be in one, three or even five years’ time.
Can they articulately tell you what their career goals are, or what they hope to achieve from this role? Are they interested to hear about the career progression opportunities available at your company? If not, then they could lack ambition and drive – another one of the red flags.
Ultimately, if it’s obvious that the candidate hasn’t been instrumental in driving their career success thus far, chances are they won’t be a rising star within your organisation.
Things just don’t add up
Upon digging a bit further, you have noticed some things don’t add up. Perhaps there is a lack of consistency between the employment dates on their CV or LinkedIn profile, and what they say in the interview room.
At best, this implies poor attention to detail and organisation; at worst, it could mean the candidate is dishonest about their employment history. Neither traits are preferable in your new recruit. If they have been dishonest about this, what else could they be lying about? I certainly wouldn’t risk finding out.
The candidate is negative about previous employers
There will be multiple opportunities during the interview process for the candidate to discuss their current or previous employers; for example, when you ask them why they want to leave their current organisation.
I firmly believe that how a candidate describes their employers when answering these questions speaks volumes about their character.
For instance, a smart, professionally astute candidate who holds themselves to account for their own success would answer with something like: ‘I am looking to leave because, as close as I am with my team and as much as I like the company, I personally need to develop my skills within a larger organisation with more scope for career progression.’
However, a negative, less professionally astute individual may say something like: ‘I have no choice but to leave, as this company is too small and stuck in their ways. They won’t give me the career progression I deserve.’
Not only does the second answer demonstrate a lack of maturity and professionalism, it also shows that the candidate is quick to point blame at others. Needless to say, this is not the type of person you want on your team.
Morgan Recruitment – Specialist Recruiter for Audit and Practice
How to exude self-confidence to ensure you land a promotion
Increase your chances of getting the job by acting as confident as possible
In four minutes, you could run a very quick mile, take a tiny power nap or talk yourself out of a job. That’s how long it takes the average interviewer to make up their mind about a candidate, according to research into the job interview by academics from the universities of Iowa and North Carolina.
Other nuggets from the study suggest that interviewers give more weight to negative than to positive information, that non-verbal cues such as eye contact bias interviewer ratings and that yes, it does matter how you dress for an interview. Four minutes is also long enough for the interviewer to take in how you look, sound, and come across. So, last time you went for a job or a promotion did you creep in the door like a mouse or walk into the room suited and booted exuding self-confidence?
And there’s the rub. Strange as it may seem, self-confidence is something we can lose as well as gain with age and when it departs it is often replaced by niggling self-doubt. Even high-achieving executives talk about their fear of “being found out.” However, they are generally adept at hiding it. The secret is to act more confident than you feel because sending out positive vibes greatly increases your chances of getting the job or promotion you’re after.
Set challenges
One way of building self-confidence in work situations is to set yourself small challenges outside your comfort zone. If you succeed the boost to your self-confidence will be instantaneous and you can take on bigger challenges. If you don’t, identify why it went wrong and see it as a learning exercise not as a failure. Self-confidence is highly susceptible to influence. If you do something well and it is acknowledged, your confidence rises whether it is connected to work or to another context such as sport or leisure.
Going for a promotion can test one’s self-confidence even more than applying for a new job as your personality and capabilities are already known to those making the decision. “Even if you know you have sufficient skills and qualifications it can be daunting,” says Orla Donagher, founder of Interview Tutor. “Most people focus on the weak areas of their experience even though you should never talk yourself down or highlight your lack of experience.”
Donagher suggests improving your self-confidence when going for a promotion by preparing a personal fact sheet. “Carry out a detailed self-analysis of your career to date and match it to the job requirements,” she says.
“Go through your CV in detail focusing particularly on the current or last job you had. Within all the tasks and responsibilities involved where did you excel and add value? What experience have you gained to qualify you for the next step up? Did you fill in for your boss while they were away or unofficially manage a team? Did you secure new business? Were you involved in projects? If so, how did they benefit the department and or the company? Be specific and use metrics.
Transferable skills
“If you were involved in a cost-saving project how much did it save? Review your strengths. Have you any unique skills? Have you come up with innovative or creative solutions to problems? Identify any transferable skills that would be relevant for moving up the ladder.”
Getting called for interview for a promotion should be a boost to your confidence in itself as it means your superiors believe you either have the appropriate experience for the job or are prepared to help you get it. Few people are fully fit for a new role. There is always a learning element in any promotion. Prepare thoroughly for the interview and avoid office gossip about who’s the hot favourite for the post.
“If you have a mentor in the organisation, discuss your aspiration ahead of throwing your hat in the ring as this will give you an insight into what your chances are,” says Peter O’Connell, managing director of Career Development Associates.
“Even if another person has been identified as the heir apparent, expressing your interest says you are committed to the business and see your future there. A point worth noting, however, is that seniority is not a real basis for going for a promotion.”
Morgan Recruitment – Specialist Recruiter for Audit and Practice
