| GET IN THE 'SPRIRIT' WHEN RECRUITING A NEW EMPLOYEE One of Shakespeare’s most memorable characters, Sir John Falstaff, found himself recruiting for the King’s army in the play Henry IV. Arguing the merits exhibited by the various candidates prompted an argument between a Mr. Shallow and Falstaff, in which the latter said: "Will you tell me, Master Shallow, how to choose a man? Care I for the limbs, the hews, the stature, bulk, and a big assemblance of a man? Give me the spirit Mr. Shallow." Like Falstaff, today’s employer should consider the spirit when recruiting a new employee, but how is that accomplished? Finding key employees is a process that requires thorough preparation on your part. Too often, executives blandly abandon all preparations for interviewing candidates to the recruiters (internal and external) and restrict their involvement to reviewing the resume and blessing the selection. Then they wonder what went wrong when the employee doesn’t fit in. A few guidelines will help you recruit the employee who’s right for your organization. First, assume that any worthwhile candidate has good reason for not wanting the job. Your recruiter probably found an executive who is enjoying success in his or her current job. His reason for accepting the interview is to determine whether your offer provides a better career path, a promotion or a better lifestyle. If you accept the fact that the candidate is shopping, you’ll be better prepared to "sell" the available position. Second, discuss the candidate’s needs. A good recruiter already gave you the facts, but remember you’re looking for the spirit. What are the candidate’s professional and personal goals? Family needs? What opportunities can you provide that his current situation does not? Carefully prepare a set of open-ended questions and ask them in a comfortable atmosphere conducive to a frank conversation. Third, substantiate the candidate’s qualifications. Your recruiter provided raw data. Discuss the specifics of your candidate’s background, particularly as they relate to your needs. Do you need a team player or an entrepreneur? Do you want someone who will stay for 20 years or for five? Are community involvement and civic contributions important? What does the candidate’s background tell you about his or her ability to fit in with your organization? Fourth, be certain that the other members of your organization who will interview the candidate have the same goals that you do. A candidate once called us only hours after he and his wife had arrived for an interview. Our client had arranged for a current employee, and the employee’s wife, to pick up the candidate couple at the airport and for the two couples to go to dinner. The goal was a get-acquainted evening for potential colleagues. On the way to the restaurant, the employee’s wife, with tears in her eyes, turned to the candidate and said, "Do you realize if they fill this position with you or anyone else my husband’s career will be ruined?" Carefully consider the personalities involved in the interviewing process. Fifth, recognize that the spouse generally is a full partner in the decision to change careers and domiciles. Our experience shows that, despite the bravado of "she goes where I go," one of the most frequent reasons for refusing a position, or for leaving one, is that the spouse is dissatisfied because his or her needs are being ignored. We recently scheduled an interview for a candidate who was being wooed by our client in St. Louis and by an organization in Kansas City. We discussed the details of the interview itinerary with the candidate’s wife, and had arranged a separate schedule that provided an opportunity for her to gather preliminary information about her career opportunities, residential areas and schools. Additionally, a small luncheon with several other spouses had been arranged. The candidate’s wife was very pleased. Predictably, the offer was quickly accepted. Resumes will describe "hews," "stature," and "bulk." It takes work to see the "spirit." | 
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