Use the right number of interviewers to assess the
candidate. Experience has shown that 3 people is a good number for interview panels. Candidates should meet with 1 interviewer at a time. Too many interviews can fatigue candidates. The candidates may not express themselves as well at the end of the day as they do in the morning. Less than 3 interviewers may obtain an insuffi cient
amount of information from candidates to make the right hiring decision. In business operations, the interview team often
includes the prospective boss, the boss’s superior and the human resource manager. A ranch may not have these types of management positions. In this case, the interview team could be comprised of stakehold- ers such as family members involved in the business, the loan offi cer, management consultant or unbiased senior employees. At the end of the day, the hiring manager should
have the right to make the fi nal decision on which candidate gets the job. “Make sure the right techniques are used when
assessing candidates,” says Rhoades. “Behavioral event interviews, in which the candidate is asked to describe specifi c experiences and results, are usually very effective. “Conduct thorough reference and background
checks. Following the interviews, interviewers should meet and have a rigorous and disciplined conversa- tion about the candidates. Interviewers should also consider using a matrix (Figure 2) to score candidates on specifi c attributes.” “Even when the hiring team has correctly assessed
the candidates and has selected the right person for the job, at least 1 in 5 potential hires will likely turn down the job offer,” Rhoades continues. “Demonstrat- ing the ranch’s commitment and interest in the selected
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candidate is an important feature when attempting to close the deal. A realistic presentation of the opportu- nities and challenges the position may offer the new employee is another tactic to implement when trying to close the deal.” When closing the deal with a prospective candidate,
management should consider the market rate for similar positions within the ranching industry, and they should
A good job description informs an employee of what is expected by management and serves as a self-evaluation tool for measuring job performance.
benchmark against the level of c ompensation within the ranch itself to ensure the offer to the candidate is fair to current employees. “A good hiring process developed by the manage-
ment team can greatly reduce, but can never eliminate, the chances of making a hiring mistake,” concludes Rhoades. “Finding and retaining talented individuals with the ability to advance is critical to the long-term success of a ranch. Hiring is a process that requires deliberate effort and well-developed plans. Great man- agers know that getting the right people on the job is important and therefore a good hiring process should be one of their greatest priorities.”
January 2015 The Cattleman 85
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