Throw Out The Resume, Here’s How To Hire A Superstar

RocketSpace

I have to admit, I don’t enjoy hiring people as much as I thought I would.

I’ve made mistakes throughout my career hiring the wrong individuals, but nothing was riskier than this one.

The following reveals a true story about how I took a risk on hiring someone that was not the right fit “on paper” but ended up becoming the ultimate company superstar. It is not just a fluffy story, but a lesson on how to hire A+ players from the depths of uncertainty.

Would You Take The Risk To Hire Someone That Wasn’t “The Right Fit?”

About two years ago, I was responsible for building out a new department with the help of my team. Although, this department was outside the scope of my expertise, it was exciting to be involved with the changes.

I was originally hired as the sales manager, with a high focus on increasing revenue. Yet, I happened to be very good at building teams and procedures to create automated operations— this is how a company can either make it or break it.

The owners of the company figured that while I built a successful sales team, I can do the same with this new department. Although I initially showed a form of resistance, I decided to take the challenge.

Note:

When someone with great responsibility puts trust in you, it’s a sign that you should trust yourself.

Reverse Engineer

I started this new project like any other and reverse-engineered the hell out of it:

1. “If I had a successful team, what would the specialist on the team be good at?”
2. I made a list of all the logical answers that would require someone to be well versed in this new department: Analytical, problem solver, outside-of-the-box thinker, punctual, detailed oriented, great with computers, great communicator, a potential salesperson, experience with Excel.
3. My team and I created a department project for all candidates to be tested on.

I always looked to hire a potential salesperson in every position in the company. I did this since salespeople knew how to solve problems and could communicate effectively with little to no resources (if needed).

After hours, days, and weeks of having the absolute worst phone interviews, I finally called in three candidates.

Part of the way I interviewed was by having potential new hires meet everyone in the office, even if they were not yet accepted into the company.

I would do this for two reasons:

1. It creates a comfortable environment for job applicants
2. I trust the rest of my team to evaluate the candidates and get a first impression or “energy.”

Before sitting down with each of them, an employee from HR mentioned that one of the candidates had actually applied and interviewed before, but was not accepted.

After a typical chat about the position and responsibilities, I had each person take a spelling and grammar test.

A few more tests were given to measure their capabilities.

I also added a twenty-minute timer to test them under pressure.

Note: You learn a lot about a person’s abilities when pressure is applied.

Twenty Minutes Later.

The first two people passed. They barely made mistakes and answered all the questions.

The third individual failed.

I wasn’t surprised since this was the individual who originally applied and left with no offer.

Yet…I ended up hiring him.

Let me explain why:

Although the first two people passed the test, they didn’t pass the effort test (which at the time I didn’t know existed).

I was not impressed by the basic effort.

I was more impressed with those going above and beyond — which was a standard, given our company culture.

The first two half-assed the answers and pretty much played it safe.

The third candidate did something I’ve never seen before — He took the time to visually explain his answers with details, metaphors, analogies, and scenarios.

His responses were so logical and methodical, it left no room for doubt.

I overlooked his grammar mistakes because I was too busy focusing on the big picture: Was he actually able to solve a problem in a way that didn’t require me to ask for more information?

I completely missed the mistakes he made as I knew that the perfect candidate for the new role and department had to be more focused, methodical, and descriptive than anything else.

I needed someone that could think outside the box and provide me with insight, even if he tripped along the way.

I took a great risk hiring someone that didn’t fit the ideal candidate. Not only did he have mistakes, but he interviewed before for an “easier” role.

Today, he’s one of the best performing employees I’ve ever hired and his customer satisfaction rating is through the roof.

So, What Does It Really Take to Hire Superstars?

Here are some things to look for:

Coachability: What happens when constructive criticism is applied? How do they react? Do they improve?

Work ethic: You can easily spot someone that puts BME (Bare Minimum Effort).

Ownership: Do they give excuses or admit their faults and weaknesses?

Problem Solving: Find someone that thinks outside the box to get to a solution.

A Big “Why”: If they’re just looking for a job, then they can work anywhere.

Grit: What do they do when they don’t get it right the first few times?

Connect with me on Linkedin

What drives me? I love finding value in things that are hidden.

Mor Assouline is the Vice President of Sales for PracticePanther, the fastest-growing legal case management software in the world. As the company’s second employee, Mor has channeled his passion and 10+ years of experience for sales and customer service into the #1 rated legal case management platform on the market. Combining his affinity for constructing streamlined, intuitive business procedures with his extensive experience in successfully implementing such processes, Mor has spearheaded the bulk of PracticePanther’s revenue generation with tremendous results. Mor is thrilled to continue leading PracticePanther’s accounts into what is certain to be a bright and prosperous future.

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