Conference Roundup: Hire Smart
After a nonprofit has a pool of candidates, it should narrow it down by conducting phone interviews, which allow for more objectivity and take less time than a face-to-face interview and can be done by someone other than the hiring manager.
“You will realize in 10 minutes whether the person is qualified for the position,” Girdner said.
Once you narrow down a list of people for face-to-face interviews, Girdner suggests forming a team to interview the candidates using behavioral-based questions.
For example, ask a potential candidate what her annual goals were last year, whether she reached them and how.
If the experience fits, Girdner said, it’s time to do reference checks.
Once a new employee comes on board, she said, coaching is essential. A good coach provides a new hire with a snapshot of “what success looks like” and can include strategy, a timetable and goals, Coaches also should meet monthly with employees to evaluate their progress.
“(Ask yourself), ‘Have I done everything to help them succeed?’” Girdner said. “Spend enough time with them.”
But sometimes hires just don’t work out or long-term employees become stuck in a nonproductive rut.
Employees whose work isn’t up to snuff should receive a verbal warning. If the employee continues to fail, he or she should be put on probation. This should be put in writing and outline a period of time for the person to change his or her performance.
“Some employees just don’t get it until you get this serious,” Girdner said.
And then there are the star employees who just up and leave. But it’s usually not for no good reason. Girdner outlined these seven hidden reasons people leave.
1. It’s not what they expected.
2. Bad person-job fit.
3. No feedback and coaching.