STAFFING mentioned earlier , candidates are evaluating you as much as you are evaluating them , so give them the opportunity to ask questions to learn more about you , the position , and the organization . Pay close attention to the types of questions they ask ( or don ’ t ask ). If the candidate has a lot of thoughtful questions , this likely means they are very interested in the position and are invested in learning as much as possible to make a well-informed decision if an offer is made . This is a good sign !
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Assess candidates ’ answers to interview questions Again , using a rubric will help you and the members of your search committee efficiently and objectively evaluate a candidate ’ s interview performance . As you interview candidates , listen for specific examples that demonstrate they have the skills , strengths , and knowledge you are seeking . If they provide vague answers , you may want to prompt them to answer more fully , which hopefully will encourage them to provide more details in future responses . In addition to assessing a candidate ’ s ability to do the job , it is also important to analyze their compatibility with the culture of the organization and department . If possible , try to engage in conversation with candidates . This not only will help them produce more authentic answers but should also help you gauge their personality and whether they will fit in and be a valuable member of your team . A more conversational approach also lets them get to know you better , which is equally important .
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Conduct on-site visits
You do not want there to be any surprises for either party , so as you continue to narrow your candidate pool , invite your final two or three candidates to conduct a more indepth site visit . Provide them with a tour , introduce them to potential colleagues , and allow them to ask more questions . This will likely be more informal than the actual interview and will help you both get to know each other better .
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Check references
Typically , one of the final stages of the evaluation process is conducting reference checks . Request three to five references from each candidate you interview . Talking to people who know or who have worked with a candidate is a valuable way to obtain more information about an applicant , their past job performance , and personal qualities . Similar to the interview process , it is important to develop a list of structured questions to ask each reference .
Sample reference check questions : What is your relationship with the candidate ?
Please describe ( candidate ’ s name ) position with your organization and their main roles and responsibilities .
What were ( candidate ’ s name ) greatest strengths and challenges in this role and as an employee , in general ?
What was ( candidate ’ s name ) biggest accomplishment while working with your organization ?
Would you rehire ( candidate ’ s name ) if given the opportunity ?
Is there anything else you think is important for us to know about ( candidate ’ s name ) that we have not discussed ?
MAKE AN OFFER Finally , once you have selected a candidate and extended a job offer , invite them back for another site visit before they make their final decision . Use this time to thoroughly review the salary and benefits package , introduce them to more potential colleagues , walk them through organizational policies , and answer any final questions to ensure they have the information they need to make a well-informed decision .
Selecting the right person to fill a role within your organization is a big decision and can be very costly if you do not make a quality hire . This can result in a quick turnover and starting this process all over again much earlier than you would like . Therefore , the more time you spend building your network , executing an effective search , and developing an efficient evaluation process before extending a job offer , the more likely you will be able to make a confident decision that is best for the organization , as well as for the person you ultimately decide to hire . SFM
Erin Wolfram has more than 15 years of experience in career services , and owns and operates Career Advantage Golf ( http :// careeradvantagegolf . com ), specializing in career services for those in the turf management field . She has a podcast called A Year of Career : 52 Practical Answers to Your Questions , where she provides quick career and job search advice . Wolfram has a Bachelor of Science in Secondary English Education , Master of Science in Counseling Psychology , Master of Science in Educational Technology , and is a certified professional etiquette consultant . She can be reached at erin @ careeradvantageresumes . com .
Melissa Johnson has more than 20 years of experience working with individuals from a variety of careers and industries . She specializes in one-on-one career coaching , resume and cover letter development , and job search assistance . Johnson has a passion for providing individualized support and guidance for each of her clients to ensure they are able to achieve their career goals . She has a Bachelor of Arts in Psychology and a Master of Education in Counseling Psychology . sportsfieldmanagementonline . com June 2021 | SportsField Management
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