During a recent Soundview webinar that was highlighting The Power of Professionalism, I was asked by a caller “what are some questions one might ask during the new hire process that might reveal someone’s level of professionalism?” I indicated I’d respond in greater detail in a subsequent blog. Here goes….
Certainly the question is a good one…and is an important piece of the puzzle in determining whether you’re dealing with someone who would ‘show up’ as a professional would.
When people think ‘professionalism’, they often equate it almost exclusively with character or by how the individual deals with other people. Fair enough…as that’s where so many people fall short on the ‘professionalism test’. But don’t forget that both competence (does the person know what they’re doing?) and judgment (can the person separate the essential from the trivial?) are critical too. Chapter four (page 73) in The Power of Professionalism outlines this in great detail.
Also keep in mind your (and others) experience with the candidate during the pre-employment process will naturally tell you a lot about how professional the candidate is. Did they keep their commitments? Were they on time? Were they forthcoming to questions they were asked? How personable were they? How respectful to others? How did they treat people who couldn’t do anything for them? Were their mind-sets consistent with the organization’s culture? Were their mind-sets something that might improve the organization’s culture?
Questions for the candidate during the formal interview process that help reveal how they handle disagreements (or interpersonal conflict) are often revealing. Consider asking questions like:
“Tell me about a time in which you had a disagreement with your boss. How did you handle it? Specifically, what did you do?”
“Tell me about the person that raised your blood pressure the most in your last organization. Why did that person raise your blood pressure so? Specifically, what did you do to work effectively with that person?”
“Amongst your own personal values…which ones, when violated, ‘tick you off’ the most?”
”What attributes do you bring to the table that will help make us be an even more professional organization? How have you demonstrated those attributes in the past? Be specific.”
“What’s worse: to be considered unprofessional or be considered incompetent? Why?”
These are just a few possible examples. Lastly, you can consider asking the candidate to rate themselves on a scale of 1 (low) to ten (high) on each of the seven mind-sets. Before the candidate actually rates themselves, let them know that you’ll be asking their references (preferably their prior bosses) the exact same question. In other words, you’ll be asking the candidate’s references to rate the candidate on each of the seven mind-sets as well. You’ll want to see 8’s, 9’s and 10’s come from this process. Consider 7’s neutral….anything less is bad news. (NOTE: this numeric assessment process is based on the cutting-edge work of Geoff Smart and Randy Street, authors of Who:The A Method For Hiring. Smart and Street use this same numeric process for assessing the candidate’s capabilities, strengths and weaknesses–not for their level of professionalism, per se.)
Remember, any of us can be fooled by a candidate. After all, the candidate is going to tend to tell us what they think we want to hear. That’s why doing reference checks is so important. It’s just a great reality check….and part of one’s process in the due diligence of hiring someone. Don’t hire without doing reference checks.
Point being: don’t base the decision on a new hire exclusively on the results from the interview with the candidate. It’s a data point…hopefully, one of several. You’ll find more professionals that way.