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Flexing the hiring checklist

In a turbulent economic climate, the ability and need to hire is a positive problem for most organisations to have. It indicates a time of growth and, in turn, success! Even so, hiring is very much a ‘practice makes perfect’ skill, as a person who looks good on paper may not always be the greatest match for the role and organisation itself.

Lex Fenwick, CEO of Dow Jones, classifies CVs as "puff pieces", a mere distraction from scoping top talent. Fenwick draws on a new interview concept that we are increasingly facilitating at FreshMinds - the 'exploratory' interview.Rather than being conducted on a role specific basis, instead, the exploratory interview acts as an opportunity for both parties to understand what each can offer the other, and where they could best fit. So, if we’re going beyond the CV cookie-cutter approach – where CVs are simply matched to roles, what are the steps to matching great talent with great positions? Step one - identify the top talent first, step two - hire them, step three - put them into a job where you think they will thrive! This forum type approach allows both potential employer and employee to truly assess the value-add potential on both sides.

Nonetheless, exploratory conversations must still follow the guidance of a "hiring checklist" - those must-haves, should-haves and nice-to-haves, in order to keep on track. Intellect and integrity are both principles which FreshMinds advocate and most certainly fall into the must-have category. These qualities cannot be trained into a person, instead they are innate and will be clearly discernible from the get go. Candidates must also exude energy and enthusiasm, as the ability to go the distance and energise others is contagious and an extremely attractive asset to a prospective employer.

Crucially, it is essential to hire people you like, as although this may seem somewhat surface level it is not to be overlooked. Hiring someone who has the intellectual capacity and skill-set but perhaps lacks the right cultural fit can have negative consequences for team dynamics and affect those high performing employees who are true advocates of the company.