Finding a candidate who will lead - Part 2

Bram Tierie
August 8, 2020

Finding a candidate who will lead

The first stages of the recruitment process are key for success down the line but the stakes are high; let the wrong candidates through and you’re wasting the hiring manager’s and your own time, turn down some hidden gems and you’re missing a world of opportunity. Intake interviews serve the purpose of preselection, validating whether behind an interesting CV there is an interesting candidate. This is usually done by phone, but frankly, the era of the phone call is over when the younger generation avoids them like the plague. It doesn’t help that they sap the time of the recruiter like nothing else so it’s a lose-lose. Digitising your process is the answer but they’re only as good as your approach. 

So how do you avoid a time-consuming conversation with an unqualified candidate that doesn’t tell you much more than the CV? In this series we will discuss different overlooked personality traits and how to qualify them with questions that lead to examples and honest self-reflection while not taking up more time than your run-of-the-mill standard set. Don’t wait to get to know your candidate and their potential until you get to meet them live,  get a solid idea of what makes them tick early on in your process by asking the unexpected questions that dig deeper. 

For the first undervalued and misunderstood quality that applies to all hires, here is leadership.

How to spot the Zoom connector?

As a recruiter, you might not be focusing on the leadership qualities from the get-go but snagging a candidate with the potential to lead can be a great long term investment. The problem is those attributes can be difficult to identify in the short period of time a recruiter has for interviewing candidates, and even more so if the communication is not live and you can’t follow-up the answers. When coming up with questions that yield insightful answers is the challenge, the way to go is to understand what you’re looking for and why. 

It’s important to suss out what their approach to online communication will be.

Will we ever return to the office fully? Highly unlikely. What that means is a leader must be able to transfer those skills into remote work with the same success as they have in the office. People appreciate the comfort of their pyjamas and but also require the connection physical proximity allows for, and that is leading to a constant renegotiation of the pros and cons of remote and in person. However, even for the biggest proponents of in-person office culture, some stints of remote are inevitable so it’s important to be ready for this eventuality. To see which workers will thrive in this environment and elevate the team, it’s important to suss out what their approach to online communication will be. This means understanding what sort of initiatives they had taken remotely at their last position as well as their communication style (proactive or passive) and knack for conflict resolution at a distance. 

A good way to ask about this is to prompt the candidate into sharing their thoughts about how they will go about making these connections with their coworkers based on their own experience and ideas. If their plan is concrete, actionable and shows sensitivity to the challenges of the hybrid work model on the feelings and motivations of workers, it shows their ability to reflect and potential to make a conscious effort to overcome that virtual distance. Here are some questions to start with:

-  If you were a manager in a hybrid workplace, what are some initiatives you think would be important to introduce to help your team? 

-  What have you learned  about remote work in the past year? 

-  What traits do you find crucial in a remote worker? 

Try out your perfect question set with Audio Intakes and discover the right candidate without any form of live communication! 

Don't forget to check out our other blogpost in this series about "Finding a candidate who will lead": https://www.audiointakes.com/category/case-studies

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