View or download the printable version of the Quick Guide to Making a Hiring Decision (PDF).
When hiring, don’t be tempted to rush the final decision. This may save time in the short term but can lead to problems later if you end up hiring the wrong person. A sense of being rushed can lead to making a decision without fully considering the candidate’s development needs or not allotting time to address concerns that the hiring team has about the candidate.
The costs of hiring the wrong person outweigh the costs of a failed search. Poor performance and an inability to be successful in the position are the main risks of a rushed hiring decision, but other results can include unwanted turnover, disengagement, decreased morale among employees, or unanticipated coaching needs.
04. Examine Your Biases
Biases can creep in at every point in the hiring process. To avoid biases and find the best person for the job, make sure to:
- Discuss a candidate’s potential performance based on evidence from the interview, not assumptions or “feelings” about their behaviors
- Be consistent! Don’t insist on some characteristics (modesty, likeability, humility, etc.) from some candidates but not others
- Don’t count “gaps in a resume” against a candidate without a good reason for doing so
- Don’t make assumptions about what candidates need based on information you have about them that is not relevant to the job
- Don’t fall into “affinity bias” - or preferring someone because you went to the same college or they remind you of someone you know and like
- Give everyone- or no one- the benefit of the doubt. If you find yourself making a concession for a candidate, such as not being concerned about any gaps in their resume, make sure you are making this same concession for ALL candidates.
05. Make a Hiring Decision
There are three possible situations when making the final hiring decision:
- One candidate rises to the top. This is the ideal outcome but is infrequent. If this happens, make sure it isn’t due to time pressure or pressure for consensus.
- No candidate rises to the top. This situation requires a careful review of the job posting and interview data to reconsider current candidates’ qualifications. You may also need to go back to the job requirements and re-evaluate them to see how they could be adjusted to widen the candidate pool.
- Several people rise to the top. This is the most common situation hiring managers find themselves in. All the work you have done so far in the process will pay off now. Using your interview data, consider the following questions for each candidate:
- How do they connect to the position's needs?
- How can they contribute instead of just fitting in?
- What skills do they bring? What are their developmental needs? Do you, as the supervisor, have the time and energy to help them develop?
- What biases do you have about the candidate?
- What other information needs to be considered?
- Have you talked through your decision with a trusted colleague?
06. Follow Up
Communicate clearly with all candidates in a timely manner. It’s important to make candidates feel that their time and commitment are valued, so make sure they hear back from you after an interview or application. They are likely to share their experience with their professional and personal networks, so it’s important for it to be positive and generate excitement about the possibility of working at the University of Minnesota.
Coordinate with your local human resources team to find out what selection and hiring processes your department or unit already has in place (offer letter, EOAA goals, etc.).
Create an onboarding plan* for how to help your new hire become up-to-speed.
*Refer to the Onboarding New Employees module for more information and resources on planning new employee onboarding.