Beyond References: My Unconventional Approach to Hiring and the Art of Informed Decision-Making

When it comes to hiring, I have a somewhat unconventional approach. Rather than relying on references provided by applicants, which are often biased and only showcase their positive qualities, I prefer to contact their past supervisors directly. This method can be unpredictable, as some supervisors may provide honest feedback while others may be reluctant to share information due to personal or professional reasons.

In cases where supervisors are uncooperative, I turn to online searches as a means of gathering more information about the applicant. By searching on platforms like Google, LinkedIn, and Facebook, I can often gain a more comprehensive understanding of the individual’s background and any potential red flags. If my search yields relevant information, such as news articles about lawsuits or disciplinary actions, I consider it fair game to take this into account when making my hiring decision.

However, it’s essential to exercise discretion when using this type of information and consider the context in which it is presented. I’ve seen instances where talented individuals have been unfairly maligned, as well as cases where underperforming employees have managed to avoid accountability. As such, I don’t rely solely on this information to make my final decision; instead, I use it to inform my overall assessment of the candidate.

The key to effectively utilizing this approach is to conduct research prior to the interview. This allows me to ask targeted questions during the interview process, such as “Can you explain the situation that led to your supervisor or the media reporting on this incident?” By observing the candidate’s immediate reaction and how they respond to difficult questions, I can gain valuable insight into their character and potential fit for the role.

Ultimately, hiring is a nuanced and subjective process that defies rigid scientific methodology. It’s an art that requires hiring managers to be adaptable and willing to consider multiple perspectives. As the old adages go: one person’s unwanted employee may be another’s valuable asset; a team’s problems often originate from its leadership; and repeated mistakes can indicate a deeper issue.

By leveraging all available resources and approaches, hiring managers can make more informed decisions and increase their chances of finding the right candidate for the job.