“I’m just not good at this,” Janice explained. “Over the past two years, I have hired seven people on my team. You would think I would get better at picking people, but this last hire is just another example of my inability to figure someone out in the interview process.”
“What is it that you are trying to figure out?” I asked.
“Whether this candidate would be any good for the job,” she replied. “I don’t have a lot of time to train and coach, though that seems to be what I do most of, when I am not engaged in damage control.”
“New recruits always screw up. And most of the time, they screw up in front of the customer. Damage control. Then, train and coach. At some point, I figure out, the new recruit is just not suited to the position. I get frustrated, and they either quit or I have to let them go.”
“How long does it take to figure that out?”
“Sometimes, it’s quick, a couple of weeks, but, as a matter of policy, we normally give a new hire the benefit of the doubt during a ninety day probation period,” she sighed.
“In what way could you have a high confidence level in the candidate’s success on the first day they show up?”