►Understand exactly what the open job entails, including responsibilities and salary, so candidates know precisely what’s being offered.
►Interview job candidates using a set of rigorous, in-depth questions to plumb information on past job history, competencies, successes and failures. The higher the position, the greater the number of questions, the longer the interview.
►Always have two people—typically an HR manager and hiring manager—conduct job interviews in order to eliminate subjectivity or personal bias.
►Request multiple references and thoroughly check all of them. To get around potential corporate roadblocks, ask candidates to provide contact information for previous direct supervisors.
►For CEOs and other big hires, bring in an outside expert for a second opinion.
►Rate information collected during an interview using a comprehensive assessment scorecard to evaluate how a candidate measures up to the demands of the job.
►Use the same interview and scorecard process for internal promotions and performance reviews as well as external hires.
Workforce Management, March 3, 2008, p. 26
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opgrading runs on a set of fairly straightforward rules: