You need a bookkeeper, you need someone now! So you place an ad, get a response, complete a quick interview, she looks good ... hire her. Sound familiar.

What you didn't know was:
> She was written-up three times from her last job due to tardiness.
> She doesn't want to cover the phones for the receptionist, "I'm a bookkeeper not a receptionist."
> She is not willing to work any overtime.

How could you have found this out before your hired her?

Hiring decisions have a long term impact on a company, the smaller the company, the greater the impact. Unfortunately, there is little or no objectivity in hiring decisions. This article will provide you with some guidelines to help you make sound hiring decisions.

You need to:
1. Establish the criteria for the type of person you need.
2. Develop an interview that will determine if the applicant will satisfy this goal.
3. Research the applicant.

Establish Criteria
The first critical step is determining the criteria for the position and writing this criteria down. What are this person's responsibilities? Determine the skills needed to perform these responsibilities.

What type of person do you need?
> For a sales person, you may want a friendly but assertive individual.
> For customer service, you may want an individual that is people oriented.
> For manufacturing, you may need a team player who is mechanically oriented.

What behavior expectations do you have?
> Consider your company's philosophy, vision, mission.
> What type of person will work well in your culture?
> Will the employee help you meet your company's goals?

Develop Your Interview
Initiate the interview with a description of the essential functions of the job, as well as an explanation of your expectations of employees. Take a short amount of time to explain about your business, your company's vision, mission, and values.

Develop the interview questions in advance based upon the criteria you have established.

There are three types of questions that I tend to use.

Fact specific questions provide you insight into the applicants history, experience and skills.
> What were your duties were at your previous employer(s)?
> Have you ever been disciplined for attendance?
> Were you ever disciplined in any way by your supervisor?
> Do you have reliable transportation?
> Explain to me what this number means on this blueprint.

Open ended questions will determine an applicant's behavior, personality, work ethics.
> Describe your relationship with your supervisor.
> How do you feel when you make a mistake?
> What do you do when you are not busy?
> What are your career goals?
> Why did you apply for this job?
> What do you expect from your supervisor?

Scenario questions give you insight into the applicant's problem solving skills, thought process, communication skills, etc.
> If you were in a meeting and strongly disagreed with a co-worker, how would you handle the disagreement?
> Describe a situation where you had to resolve a major problem. What was involved in the decision making?
> If you had a customer on the phone, another phone line ringing, and a customer in front of you, how would you handle the situation?
> Explain a situation where you lost your temper. What did you do to remedy the situation?

Remember you can always ask additional questions that may probe the responses you received. However, your questions must be job related. A guide provided by the Michigan Department of Civil Rights the "Pre-employment Inquiry Guide" is very helpful in describing lawful and unlawful interview questions. This is available by calling the Michigan Department of Civil Rights.

Determine or "benchmark" what answers would match the criteria you have established for the position and for your company. Document the answers applicants provide you during the interview. List your questions with a space between each question. Then write out or paraphrase the answer the applicant has provided. This gives you an opportunity to review the answers and compare them with the benchmark answers.

Research Your Final Candidates
Research is the area where most employers fall short. They stop after the interview. They want a warm body; they get a warm body. However, research is just as important as the interview. The time you take initially to research an applicant prior to the job offer may save you substantially in the long run.

Reference Checks

Reference checking starts during the interview. Ask the applicant to provide copies of past performance appraisals. This is an excellent indicator of past performance. Also, ask for specific names of individuals at former jobs, supervisors, managers, etc. When you call for the reference, indicate the applicant had specifically given his or her name. This tends to break the ice and may provide you with more information.

Ask specific questions about the applicant. Go into detail regarding the applicant's attendance, reliability, and performance. Ask about past performance appraisals; training; and cooperation with co-workers, customers, management. Have your questions prepared in advance. Document the answers. If the reference seems reluctant to provide good information, refer to the recently passed law (The Michigan Reference Checking Act) that protects employers that release information obtained from the personnel file.

Assessment Testing
Assessment testing can provide you with some additional insight into the applicants' skills, abilities and character. Assessment tests can be used to determine a persons typing, data entry, or mathematical skills. They can also assess a persons reliability, intelligence, and honesty. Sandy Soltysiak, of Hiring Solutions, Inc., said, "Research indicates cognitive ability testing is the best predictor of success on the job."

Records Research
Records you may want to research will vary based upon the position. When the position requires specific training or education, employers should order official transcripts from the schools the applicant attended. If the position involves driving, applicants should have their driving records checked. Some companies may consider background investigations, criminal checks, or credit checks, for positions with check signing authority or for the handling of large sums of money. Most records research will require compliance with the Fair Credit Reporting Act.

Conclusion
You can make your hiring decision objectively. Know what you are looking for prior to beginning your search. Conduct an interview that will allow you to determine if the individual will meet the criteria established for the position. Verify the applicant's credentials, abilities and skills. Give yourself every advantage possible to make the best hiring decision. Take your time, remember you will have to live with the decision for a long time.