Sometimes the Boss is the One Lying in the Job Interview
We often hear about job candidates exaggerating their accomplishments. Somewhere between their resume and the interview, the truth takes a back seat.
This stretching of the truth, however, is not a one-way street. Many new employees have told us that they felt they were misled in interviews about either the responsibilities of the position or the culture of the company. Small untruths on working hours, flexibility, dress code, or employee numbers can even translate into big slights for a gung-ho new hire who feels he’s been deceived.
It should be obvious that a false start is no way to start a professional relationship.
We’re not suggesting that employers intentionally misrepresent their company or the opportunities for new employees, but somewhere inside the ritualistic dance where applicants and employers are both trying to put their best feet forward, they can wind up tripping over each other. And that can lead to an atmosphere of distrust for new employees.
So how can leaders build a foundation of trust with new employees from day one, and ensure their long-term success and satisfaction?
Start with the job description
When it comes time to filling an open position, hiring managers are often in a mad rush. Someone has just given a two-week notice and there is a chair to fill. And from the employer’s perspective, that empty chair is seen as costly. So the old job description is quickly dusted off and posted in the hopes of attracting a top-flight replacement. That’s where the first mistake occurs.
What this approach does not take into account is that today’s jobs are constantly evolving. A job description that is a just few years old may have long become irrelevant. As a hiring manager, it’s critical to ask yourself questions about the position, such as: How has it changed since we last hired for this job? What new tasks are critical to the role? What would I like a new person to do differently? How will success at this job be measured?
Revisiting the role before the hiring process and having a clear grasp of its responsibilities and expectations are the first steps to ensuring that you find the right person. This also makes it more likely that your new hire understands exactly what he’s signing up for and won’t hightail it out the door the first chance he gets.
Don’t rely on the resume
Resumes, understandably, are a key indicator for many hiring managers to determine whether an applicant will make the short list for a particular position. But resumes are just advertisements for the past. What you are really looking for is a crystal ball into the future. In fact, it is important to keep in mind that you are not just hiring someone for a particular job, you are hiring them to grow with your company.
So, what will success on the job look like? You need to be upfront with job applicants and explore that question during the hiring process. Tell candidates what will be expected of them and ask them what their definition of success is and how they hope to attain it at your company.
Look for insights into what makes applicants tick, which will provide clues to their potential, strengths, and development opportunities. Those attributes, which can be further gleaned from an in-depth personality assessment, will help hiring managers identify individuals who can succeed in the job and thrive in the company’s culture. Combine that with a behavioral interview and referrals, and you get a comprehensive, integrated approach to hiring. When expectations are clearly defined in the interview process, it’s an exercise in trust building.
Build trust upfront
Once a new employee is hired, it’s important to start off on the right foot. Particularly in the first week, it is important that the new manager takes the time needed to create a real connection and ensure that trust is firmly in place.
The first few days on a new job are what you might call “the Goldilocks time.” New employees are trying not to be too hot or too cold, but come across as just right. New hires are keenly aware that they are being evaluated by their colleagues, so there has to be someone who can provide a solid understanding of how a worker can best contribute in her new environment.
Trust between a manager and new employee doesn’t happen overnight, but the first impression can be a make or break point. Be clear about the requirements and expectations of the job. Be genuinely interested in who they are (don’t multi-task when you are talking to them), and let them know you are interested in their aspirations and their growth within the company. And be open about how you like to work—your habits, quirks, strengths and the things you are working on improving.