Don’t do this…

If you’re a manager or supervisor of a busy department there’s no such thing as ‘just a vacancy’; a good hire makes the difference between someone who comes in and takes on a role, gets it done, cares about what they do, solves problems and makes your life easier and … someone who is high maintenance, has to be watched and requires a high level of supervision, who consistently messes up and brings other colleagues to your desk with complaints … then there’s eventually the hard conversation, stress and inevitable conclusions … and round we go again.

So …

Spec out the role; what type of personality does the role require? Meticulous Attention to detail … outgoing interpersonal skills … the ability to multi-task and spin a lot of plates … work to a strict system, or think for themselves and improvise to solve problems…

Different roles, different personality types.

So, make a note of the key characteristics that the role requires. Then, what degree of qualification and experience is required. I generally prioritised the person type over qualification and experience.

So, identify some simple but meaningful selection criteria.

Use these criteria to perform a crude initial sift of your initial CV stack. 

Reviewing CVs is like gold-panning; gold gems amidst the silt.

(CVs; don’t be put off by a messy CV; read between the lines; long rambling CVs are a mistake but in my experience they can indicate attention to detail (and lack of self awareness). A beautifully formatted CV could simply indicate someone who’s used AI to prepare their CV … or it could indicate someone who’s good at presentation and style … dig deeper to look for other clues. )

Shortlist 5 – 6 candidates.

Arrange a brief telephone interview; their availability for interview; their ability to travel (especially if it’s shift work) … a few simple questions can also allow you to gather other clues; eloquence, personality, enthusiasm for the role. This initial call is more about looking for reasons NOT to invite for a formal interview.

Prepare each interview; (have you ever been interviewed by someone who’s first site of your CV is when you’re sat in front of them? It’s not a great look.) Use their CV to prepare some meaningful questions, offer an opportunity to indicate their suitability (or otherwise), questions designed to confirm your positive hunches or explore your reservations. This is your opportunity to unearth the promising applicants.

Have some questions prepared to help dig deeper into their personality … “what annoys you?” Is my favourite … it’s an opportunity for them to give an honest answer and reveal more about themselves. 

Face to face interview. 

Remember, you’re not the one who is supposed to be nervous. If you come across as nervous, how will they feel?

Tell them a bit about the company, the department and the role – but the aim of the interview is to get them talking. 

Work through your prepared questions and any other questions that arise naturally and take brief notes. 

Give them an opportunity to ask questions. 

If it’s a lab role; check them out for their willingness to spend a day in the lab with their possible colleagues. In addition to going them an opportunity to show their aptitude it gives your team a chance to give their views … consensus is a great beginning for a new member old the team. Your team will appreciate you involving them.  

If all this sounds like a lot of faff … compare it to the time, energy and stress of dealing with the fallout of taking on the wrong person.