Selecting the right team Conducting interviews in less formal settings, such as over lunch at a café, can help you get to know the real person
“sure do”, followed by rattling off a list of skills they believe the person will require for the job role. A leader will think differently. A leader won’t worry
D
about the skills – these can be taught. A leader will be more interested in the potential recruit’s attitude, core values and what drives them. If these exactly match the values and drivers of the organisation – similar values will not suffice – then even under pressure, the bond will be strong and the applicant will be a great fit. Even if sales are down and extra effort is needed, or a class covered, or improved data entry accuracy is required, your team will all have the same values and reason to be with the company, and no challenge will be too great.
July 2014 © Cybertrek 2014
o you know what you’re looking for in a new team member? Generally, a manager’s response will be
To improve your staff selection process, you must ensure
you do three things. Firstly, ask your applicant for examples where, in previous employment, they have demonstrated the core values you have in your organisation. Secondly, ask scenario-based questions during the
interview – for example, “what would you do if……” – where the scenario is values-orientated. Finally, take the applicant out of the formal interview
setting, as this allows you to see the real person. Consider conducting a workout interview, a lunch interview in a café or an interview over a game of golf. Your challenge as the employer is to see the real person
applying for the role, not the person who has ‘dressed’ for the role. This is a challenge for any leader, but will yield great staff selection results – and, in turn, business performance.
Read Health Club Management online at
healthclubmanagement.co.uk/digital 53
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