Interviewing

When we bring in potential new hires, we are looking to make sure that they are a good fit for our team and our corporate culture.

We can verify their credentials and check their references, but in the end, we often rely on in-person interviews to assess potential new hires.

Consider how the person will fit with the team. A smart person who is eager to learn more can develop new skills, and it might be better to bring in a good-fit person who needs training instead of the person with experience who will be difficult for everyone else to work with.

Lack of integrity should be a deal-breaker. Having dishonest people on your team is more trouble than they’re worth. They can impact morale and retention of the rest of the team, cause problems in client relationships, and can even open the firm up to legal exposure.

When possible, promote from within. Give talented people the chance to grow within your organization. Show people the paths to success that are available to them, and let them know what you need to see from them (e.g.: get experience doing X, step up and take charge of Y for several quarters, show consistent competence with Z, etc.). It’s great for building a deep bench of competence and loyalty.

(image source: https://www.bigglobaltravel.com/trending/people-done-working-syn/)