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Interviewing Smart

Ensuring the Best Candidate Choice

Interviewing Smart - Beanboozled - HR Strategy Design - Human Resources, Strategy Development, Compensation, Benefits, HR Strategies Now, Elements, Talent Acquisition, Training & Development, Performance Management, Onboarding, Employee Relations, Off-boarding, Consulting

Ever heard of a game called beanboozled? My kids brought it to my attention a few years ago. If you’re not familiar with it, it’s a game created by Jelly Belly in which players have to choose between two identical looking jellybean candies. The challenge of the game lies in the fact that of each look alike pair of jellybeans, one is the traditional tasty Jelly Belly flavor and the other is truly nasty. Flavors like skunk, sweaty socks, stink bug and dirty dishwasher are all part of the game. Typically, you don’t know the flavor you’ve chosen until your taste buds sound the alarm. 


Unfortunately, that’s how the hiring process feels sometimes. You do your best to find the right fit for your organization…. someone who will really make a positive difference and a strong contribution. But it’s weeks or even months before you know whether you truly have that great employee or a challenge on your hands. 


I’ve gained a lot of experience over the years in recruiting and interviewing and there are a few things that I’ve learned along the way that may be helpful for you to know. My hope is that these ideas will help you make the best decision possible and increase your odds of a successful hire long term.


First, make sure that you have a very clear understanding of the responsibilities and requirements of the job before you begin accepting or reviewing applications and resumes. Job descriptions are extremely important but they rarely include all of the nuances that can impact the employee experience. Make sure that you are ready to accurately and candidly describe the role in both the job posting and interview process. It may be tempting to try to sugar coat some elements in hopes of finding better candidates but long-term, this is counterproductive. Provide a balanced view of both the opportunities and challenges. 


Second, ask the right questions…and avoid the wrong ones. Behavior-based interview questions in which you ask about how they’ve handled specific situations in the past are still (in my opinion) the best indicator of whether they have the experience and skills necessary to perform.  Yes, I realize that candidates are more prepared than ever for these questions.  The trick is to listen carefully to the answers and ask follow-through questions to ensure you're getting the full (and accurate) story.


Remember that it is not only ill-advised but illegal to ask questions related to their race, age, religion, national origin, disability, gender (including orientation) and even marital or family status. You can ask whether they are legally able to work in the U.S. but cannot ask where they were born. Focus on open-ended questions and commit to only speaking 20% of the time. Your goal is to enable them to talk as much as possible rather than dominating the conversation yourself. Also, prepare the questions ahead of time. Shooting from the hip is great in some settings but not in an interview. 


Third, expect the candidate to be prepared. They should be dressed appropriately based on your environment (or perhaps one step above). They should have knowledge about both the position and the company and be able to discuss how they feel they will be able to contribute to its success. They should also have questions prepared other than pay and benefits. Overall, they should give you the impression that they have done their homework ahead of time.


Fourth, make sure that you are considering the match between the candidate and your operating culture. While you may be tempted to hire someone with incredible technical skill, if there is a mismatch between their style and your culture and you hire them, you will soon be going through the process all over again. When you ask questions, do their answers give you the impression that they are aligned with not only the “what” of the job but also the “how” and the “why”. You can train on technical skill. It is far more difficult to train on behaviors.


Finally, remember that you are far better off being patient and finding the right candidate than you are rushing to simply fill a position with a warm body. If the candidate is a 90% match and can easily be trained on the remaining 10%, that’s great. But if they are only a 60% match, can be trained on 30% and have a disconnect with your culture, wait. It’s better to have a vacancy than to spend your time trying to fit a square peg in a round hole.


Today’s hybrid work environment and all of the nuances of Covid-19 make it even more important to make sure that you’re hiring smart. Your customer experience depends on it. And the next time your kids offer you a Jelly Belly candy with mischievous smiles on their faces, think carefully before proceeding.





Brian Wallace • August 24, 2022

The 10 Decision-Making Pitfalls That Hold Leaders Back (and How to Beat Them)

By Brian Wallace • November 8, 2024
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The Role of Performance Management in Succession Planning

By Brian Wallace • November 5, 2024
Are you ready for the next leadership transition in your organization? In today's fast-paced business environment, ensuring you have a strong succession plan in place is more important than ever. Organizations that neglect this aspect may face skills gaps and leadership shortages that can significantly impact their competitive edge. But how can you effectively integrate performance management into your succession planning strategy to ensure a seamless transition? Let's explore how these two processes can work together to empower your organization. Identifying High-Potential Employees A fundamental part of effective succession planning is the ability to identify high potential. Performance management processes open lines of communication and observation that reveal it. Clear performance measurements, delivered through fair and regular appraisals, enable managers to identify people who have the skills, experience, and qualities required to succeed as leaders. For example, an organization will conduct performance reviews to evaluate its employees based on their ability to solve problems, work in teams, and make decisions. The sooner these high-potential candidates are identified, the better it is for organizations as they work to build a strong pipeline of future leaders. It’s a practice that enables organizations to avoid significant disruptions when key positions become vacant because competent candidates are immediately available to fill the roles. Developing Future Leaders The development of identified high-potential employees is truly crucial. Performance management systems are useful for this purpose, enabling the organization to tailor training and developmental programs to their specific competency gaps. For example, a strong performer with little experience or exposure to leadership can work under a development plan that includes leadership workshops or mentoring programs. Organizations that invest in these individuals not only enrich their talent pool but they also foster employee loyalty and retention. Employees who perceive they are supported and valued are more likely to fully engage and remain with the organization. Setting Clear Goals and Expectations Effective goal setting helps ensure the proper alignment between individual and organizational performance. Performance management clarifies roles and prioritizes responsibilities to ensure that individual, unit, and organizational goals are achieved. Constant review and updating of these goals keep employees focused on their development while keeping an eye on organizational success. Employees often seek more than just a job—they want to be part of something bigger, a vision or initiative they can rally behind. Performance management processes play a critical role in preparing future leaders to recognize, embrace, and actively engage with that greater purpose. Understanding how their role fits into the bigger picture and contributes to the organization’s success is essential, especially for those transitioning into leadership. It provides them with a clear roadmap for personal development and growth. Fostering a Culture of Feedback and Coaching Performance management plays a crucial role in shaping a culture that nurtures and prepares future leaders for succession. By setting clear expectations, providing ongoing feedback, and aligning individual goals with organizational objectives, performance management helps employees understand how their contributions fit into the bigger picture. This creates a sense of purpose and engagement, fostering an environment where individuals are motivated to grow and develop. The process encourages continuous learning, guiding employees to take ownership of their development and positioning them for leadership opportunities. Through structured conversations and development opportunities, employees gain not only technical competence but also the leadership behaviors and cultural awareness necessary for future roles. Over time, this process builds a talent pipeline of individuals who are highly aligned with the organization’s values and capable of driving the company’s vision forward. Conclusion Integrating performance management with succession planning is essential for organizations that want to build sustainable leadership pipelines and maintain long-term success. By identifying high-potential employees early, developing their skills, and aligning individual goals with the company’s objectives, performance management ensures that future leaders are prepared to step into critical roles when the need arises. This proactive approach not only minimizes the disruptions caused by leadership transitions but also strengthens the organization’s ability to stay competitive in a rapidly evolving business environment. Moreover, performance management fosters a culture of growth and continuous learning, empowering employees to develop both personally and professionally. When employees understand how their roles contribute to the organization’s success and feel supported through coaching and feedback, they are more engaged and motivated to grow within the company. This alignment between individual development and organizational goals creates a foundation for effective succession planning—ensuring that each leadership transition builds on a legacy of competence, purpose, and cultural alignment. So, are you ready to take your succession planning to the next level? If so, consider contacting HR Strategies Now . We’ll help you create a customized approach that ensures your organization is prepared for future leadership changes. HR Strategies Now – HR consulting in Cypress, Houston, The Woodlands, and beyond.
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4 Creative Ways to Create a Positive Off-Boarding Experience for Employees

By Brian Wallace • November 4, 2024
Handling employee departures well is just as important as managing their onboarding. While it’s challenging to celebrate the loss of high-quality talent, it pays off in the end. Off-boarding provides a powerful opportunity to strengthen relationships, even as they move on. By investing in a thoughtful and positive exit process, you can leave lasting impressions and even turn former employees into brand advocates. Here are four unique and creative ways to create a smooth off-boarding experience that shows your genuine appreciation to departing workers. 1. Celebrate Their Contributions with a Personalized Farewell Event Instead of just an obligatory goodbye email or a quick handshake, you should make their last days memorable by hosting a personalized farewell event. Tailoring the farewell to match their preferences shows you care deeply about them as individuals, not just employees. If they love casual, laid-back settings, organize an office party or a lunch at their favorite restaurant. For those who enjoy formality, a heartfelt speech and gift presentation can make a big difference. Involving their team members in the process is another great way to celebrate their contributions. Encourage co-workers to share stories or moments that highlight the employee's impact on the company, making them feel truly valued. This simple, but effective act of appreciation can leave them feeling positive about their time with you. Even better, it turns the departure into a celebratory occasion rather than an awkward goodbye. 2. Create a Meaningful Alumni Network for Continued Engagement Employees may leave the company, but they don’t have to completely disconnect. Establishing a strong alumni network fosters ongoing connection, giving departing employees the opportunity to stay engaged. You can build a structured alumni program that includes newsletters, exclusive events, or access to ongoing professional development resources. This helps former employees stay in touch with current trends at your company, as well as offering valuable networking opportunities. Beyond formal networks, invite them to contribute to company projects on a freelance or consultancy basis. By keeping the door open, you send a clear message that their expertise is still appreciated. You might even invite them to share insights with your current staff through webinars or guest blog posts. An active alumni network not only shows that you continue to value their talents but also encourages them to remain advocates for your brand long after their official tenure has ended. It also pays to remember that new employment opportunities sometimes appear better than they actually are, prompting the employee to re-think their decision and explore the possibility of returning. 3. Offer Comprehensive Career Transition Support with a Personalized Touch When an employee leaves without a defined employment plan, a truly considerate off-boarding process may include helping your employees to transition smoothly into their next career chapter. Providing career transition support such as résumé reviews, interview preparation, and job search guidance is an extremely valuable resource. To take this a step further, you can personalize these services based on the employee’s future aspirations. Consider working closely with them to understand their next steps. For instance, if they are pursuing a career shift, connect them with relevant industry contacts or provide them with educational opportunities, like free online courses. You could also create a tailored LinkedIn recommendation that highlights their unique skills and strengths, further supporting their career goals. This level of personalized attention shows that you’re committed to their future success and fosters a positive relationship long after they leave. Departing employees who feel supported are more likely to speak highly of your company, which could also lead to potential future partnerships or referrals. 4. Capture and Act on Honest Exit Feedback in Creative Ways Exit interviews often feel like a formal obligation, but you can make them an engaging and creative experience that benefits both parties. Instead of the typical question-and-answer format, make the process more interactive by using storytelling techniques. Ask departing employees to share their experiences in the form of stories that capture their key moments within the company. This allows them to provide more honest and nuanced feedback, which can offer invaluable insights into your company’s culture. You could also offer anonymous feedback channels, such as digital platforms where they can submit their thoughts post-exit. Implementing changes based on their feedback, and then sharing those changes with them, shows that you genuinely value their input. This ensures that they leave with a positive perception of your commitment to improvement. Additionally, consider using creative feedback tools, like interactive surveys or video exit interviews. Letting them record their responses on video adds a personal touch and gives them more flexibility to express themselves. It’s a modern approach that can leave a more lasting impression than the traditional written format. Plus, reviewing these videos allows you to better capture the emotional tone behind their words, giving you deeper insights into their experience. Conclusion A positive off-boarding experience ensures that employees leave your company with good feelings, even after their departure. By celebrating their contributions, offering continuous engagement, providing personalized career support, and having exit feedback, you can create a meaningful and lasting relationship with your former employees. However, if you are still confused then you may approach a good HR project management consulting firm to help you in creating the right off-boarding strategies.
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