ABSTRACT
Few management decisions carry as much impact as deciding who to hire. Hiring the right person results in a daily affirmation of a wise choice. A poor hire, on the other hand, requires an inordinate amount of attention, demoralizes teammates, and may eventually call for an unpleasant termination. The hiring challenge is complicated by the fact that most candidates are on their absolute best behavior; true identities are well-hidden behind an interview facade. Hiring new employees and evaluating ones are two primary activities for bringing core values to life. If core values are not key criteria in the hiring and evaluation processes, there's a good chance that they are little more than ambiguous concepts framed on the wall. The ideal supervisor candidate possesses both strong process skills and people skills. Strong supervisor candidates must demonstrate courage, willing to risk episodes of interpersonal discomfort when fairness to the group dictates the need for coaching a wayward employee.
