Watching the 2nd presidential debate I was surprised that they could find any “undecideds” to conduct the  town hall format.  But apparently there are still some out there.  I know that choosing a president can be an emotional decision and this year it’s been crazier than ever. But, if you’re still undecided, why not use some HR hiring principles to help?  After all, we are hiring someone to do a job.

So, as a public service, I’ve created a hiring decision methodology, almost free of  ideology.  Ready?

Let’s assume you are a large company looking to hire someone (on a 4 year contract) for the most important leadership position in your organization. Your company is fundamentally strong but is undergoing some internal in-fighting.  The gridlock has produced lackluster performance.  So, you need to hire someone who can handle the big challenges, deal with complex issues, who can work well with other leaders inside and outside your organization.

After an excruciatingly long search process, your selection committee has produced two final candidates.

Here’s what you should consider:

Qualifications and experience – Does the candidate have related experience in the field? Knowledge about how your type of organization gets results? Ability to make decisions based on critical thinking vs. going with their gut?

Previous performance predicts future results – Does the applicant have a record of accomplishments?  Is it relevant to your industry? Are those achievements applicable, transferable to your organization’s needs?

Interviews – Did the applicant come well-prepared?  Answer questions thoughtfully and thoroughly?  Or defined problems and solutions in simplistic terms?  Is the applicant’s demeanor respectful and civil, or do they appear overconfident?

How well will they represent the company – Does the applicant’s public image, reputation and comportment represent your organizations’ values?  Do they have a bright outlook about the future of your industry?  Or does the applicant seem gloomy and pessimistic.  Do they inspire others to excel and collaborate or do they focus on grievances and fears?

Background and credit check – Does the applicant have skeletons in the closet?  Can you look into their past to see if they’ve made mistakes, bad decisions, how and why?  Is the applicant making excuses or refusing to sign a waiver so that you’re unable to check records?  Do you have reason to think they have something to hide?

References – What type of references and endorsements can the candidate produce? Who’s vouching for this applicant?  Are references well-known, respected leaders in your industry?  Are past incumbents –who know what the job entails—supportive of the applicant? Neutral? Why?

You get the gist.

For the “undecideds” out there,  answering these questions honestly should make your choice clearer.  And no, you cannot re-advertise the opening in order to get different candidates.  Your are stuck and one of these two applicants WILL get the big job.

©Copyright Eva Del Rio

Eva Del Rio is creator of HR Box™ – tools for small businesses and startups. Send questions to Eva@evadelrio.com