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Writing job descriptions may seem like a waste of time when you have so many more pressing things to attend to, but writing a good job description in the beginning can save you from much wasted expense in the long run.  Remember that hiring the wrong person can cost as much as 15 times the base salary.  Isn't it worth it to have a good job description to compare the candidates against if it gives you a better chance of hiring a top performer?

After the job description attracts the most qualified candidates, each and every interaction between the applicants and the organization should be reviewed when selecting among the candidates.[i]  Whether the interaction is simply a phone call to set up an interview or the nonverbal exchanges that may take place during the interview itself, variations in how the applicants behave can provide a means of differentiating between otherwise equally qualified applicants.

For example, when phone calls are made to set up interviews with the selected applicants, it is likely that someone other than the interviewing manager will be making the calls.  Rarely is this appointment setter consulted when making the hiring decision, but he may have observed certain things during the phone calls that could indicate the person's fit with your company.  Perhaps the person has a ringback tone that is offensive, or maybe the person was totally drunk when the call was placed at 9 am.

When the candidate arrives for his interview, have your receptionist discretely observe the person as he waits.  Does he make an attempt to make conversation with others in the waiting room?  Does he fidget nervously?  Is he rude or disrespectful of others?

During the interview itself, it is sometimes helpful to have an observer or a note-taker in addition to the person asking the questions.  An observer simply watches the candidate while the interviewer may be looking down to take notes, or a note-taker allows the interviewer to observe the applicant himself.  Either way, any non-verbal cues the candidate is giving will not be missed.  If he picks his nose or makes a face when he thinks no one is looking, that might be a good thing to know before you make your final hiring decision.

Of course, the substance of the interview is of prime importance.  The things you will look for are often spelled out as competencies, meaning the things people ought to be able to do well if they want to be hired.  But which competencies are most important?  Ask 100 management and human resources professionals what you should look for when interviewing, and you will get 100 different answers.

Bradford Smart, the man who brought us Topgrading, says the most important competencies are vision, intelligence, leadership, passion, resourcefulness, and customer focus.[ii]  As early as 1981, David Ostroth suggested that the things to look for are the ability to work cooperatively with others, interpersonal relations and communication skills, the ability to work effectively with a wide range of individuals, and leadership skills.[iii] 

A more recent study (from 2006) states that both interpersonal and technical competencies are important and intertwined.[iv]  Some would even suggest that there are differences in the competencies one would look for, based on the gender of the applicant.  However, this was refuted by a 2007 study published in the Journal of Management Development.  This study did point out, however, that males were likely to be assessed as more successful, even when their female counterparts demonstrated an equivalent level of competencies.[v]

The truth is that the competencies you look for depend in great part on the specific job for which you are hiring.  For example, you wouldn't likely be concerned about leadership qualities in a manual laborer, although this would be enormously important in a manager.  Likewise, customer service skills would be much more important in an employee who is dealing with customers than in an bookkeeper whose only contact is with her adding machine.

Similarly, the type and style of company you run will also determine what you are looking for in employees.  A down-home mom-and-pop grocery store needs employees who are able to visit with the populace and provide advice on a wide range of products.  Conversely, an employee at a major metropolitan supermarket would be expected to process customers with speed and efficiency, without a lot of chit-chat.

Before you start interviewing, it is well worth your while to spell out the competencies most important for your style and type of company, as well as for the position you will be filling.