THE HIRING MANAGER’S COMPETITIVE ADVANTAGE

In this article, we'll explore how hiring managers can use Birkman before the hire, during the interview, throughout onboarding, and long after the employee joins the organization.

Before the Hire

Use Birkman data to:

• Write more accurate job descriptions

• Identify likely challenges for candidates

• Know what to explore during interviews

During the Interview

Use Birkman to:

• Ask deeper questions

• Explore previous success

• Discover adaptation strategies

Years ago, I interviewed a candidate for an entry-level position. I started with a conversational tone in reviewing the candidate’s resume to establish rapport. I noticed his part-time volunteer work at an inner-city boys’ club as a sports coach, and mentioned I thought that was probably a personally meaningful position for him.  I asked him how he fell into that job, expecting an example of someone he knew who referred him or admiration for the organization.  Instead, he replied, “The judge made me.” 

Digging deeper about previous jobs and why they took the job, what they liked about it, why they left, etc., often provides depth regarding what is important to the candidate.  Dig deeper.

Manager/Candidate Fit

Research tells us that employees don’t quit organizations; they quit managers. New hires leave most often due to issues or clashes with their direct managers.  And they tend to make up their mind about staying vs. leaving in the first six months of employment.

Using comparative Birkman data can help hiring managers see:

• Differences in management style

• What kind of support will the new hire need

• How to establish new working relationships

• Delegation and communication styles of the new hire and manager

This allows the manager to anticipate potential issues, determine if the issues are manageable, recommend adjustments, or add onboarding support for a great beginning to engagement in the role.

Many people never think about comparing manager and employee reports.  Taking the time to do this can avoid speed bumps, but also point out strengths in working together. That's a real differentiator.

The same job title in a different organization can look completely different due to the people involved around the new hire.  With your consultant, I recommend you use the Birkman data to ask important questions about what scenarios have worked well for the new hire before.

Real-life example:

A CEO repeatedly asked for numbers while a vice president believed his verbal summaries should have been enough. The VP interpreted the requests as a lack of trust. However, the CEO simply processed information through data and measurable results. He felt that giving a verbal summary might be avoiding something the data would have shown. Once each had understood the other's communication preferences, the tension disappeared almost overnight.  And resulted in the VP deciding not to resign after all.

After the Hire

The offer letter isn't the finish line—it's the starting line.

Making the offer often feels like the manager’s job is done, but that’s not true.  Making the offer shows that you have experienced the “engagement” chapter of the new work relationship and are now about to do the real work. After you’ve said, “I do”, the real work begins.  Learning about what’s to come and how to navigate further down the road is what will foster continued success. 

Here is what’s ahead:

• Understand the role and where the new hire is likely to shine, and what support they will need to perform.

• How they prefer to communicate.  

• How to motivate them.  

• The work that makes them light up.  

• What makes them anticipate coming to work on Monday.  

• And how the manager can provide this for the new hire.

A recent example: 

After a grueling search, I witnessed an organization fail to give a newly hired engineer what she needed to get started in her job.  It took two weeks to get her company laptop.  She was not connected to the company's internet.  New business cards never came.  She gave up waiting for a company phone in her office and began using her personal cell phone.  All told, it was a disappointing welcome to the organization.  After this lukewarm onboarding, her enthusiasm was dampened, and her energy was depleted.  And it did not have to be that way.  The organization celebrated making the hire, but neglected to help the employee become part of the organization.

Of all the errors I have observed in my decades of hiring, the absence of intentional, documented onboarding is the most common mistake.

After the Onboarding

Remember to nurture the employee on a regular basis:

• Let them know what they are doing right

• Point out changes you want and why.

• Build the type of culture you want to be known for.

• Encourage ambition and intellectual growth.

• Learn what you can do to meet their most significant Needs.

BEFORE THE HIRE

Use Birkman Interests and behaviors to create more accurate job descriptions and identify the characteristics that will help someone thrive in the role.

DURING THE INTERVIEW

Use the candidate's Birkman results to ask better questions, understand previous successes, and explore how they have adapted to similar situations.

AFTER THE HIRE

Use comparative reports, coaching conversations, and intentional onboarding to build trust, strengthen communication, and help the employee become a successful member of the team.

DOWN THE ROAD

• Guide and encourage continuous learning. Remember, people come to contribute—but they also hope to grow.

• Help the new hire fit into their role by learning about the leader and the team

• Plan a growth path to help the new hire realize the organization’s commitment to their development and success.

Remember: 

• Great hiring rarely happens by accident. 

• It happens when thoughtful managers combine good judgment, meaningful conversations, and the right tools. 

• Birkman doesn't replace experience—it enhances it by providing insight that helps both managers and employees begin the relationship with greater understanding and fewer surprises.

• Using Birkman data should not be a DIY experience.  Partner with an experienced, certified consultant who can help you design and implement a top-notch hiring plan that will help meet the organization’s goals.

Join us next week to learn the importance of integrating into the team.  And how to go about it.