by Therese Johansson

I sat in the last job interview to secure a very exciting global position. I was tagged and well prepared to show that "I" was the best person for this position.

But because I was very focused on getting the position, I forgot the small detail of asking relevant questions back about the company, the manager and my prospective colleagues.

In other words, I bought the "pig in the sack" and ended up in a position with a manager with whom I did not share the values at all, a costly mistake it turned out when it came to well-being and well-being.

Double-acting homework

Here I learned a lesson how it affects me as a resource not to find out who you enter into "marriage" with. I have been on a few interviews since then and realized that the awareness of companies is not that great regarding the idea that they should be an attractive employer for the applicant.

Good ambassadors

Another example is an interview I was called to, when I got there I was taken to a room where there were two people sitting. One was an HR person I had already met, but the other person I had neither met nor spoken to before. The HR person started the meeting and when I hesitated to answer his questions, the HR person looked at me in surprise.

They had forgotten to introduce the other person in the room by name and title, which felt unfunny to me. It is an advantage to know who to deliver the answers to, in this case it turned out that the person, without name and title, was the future manager. If you want to recruit elite employees to your company, a recommendation is to ensure that you have good ambassadors who represent the company at the interviews.

Profitable recruitment

When a mutual attraction arises, there is the possibility of a really profitable and long-term recruitment. But the question is whether you have internally done a good preparatory work on what kind of team player the company needs?

This preparatory work can be done by identifying what kind of profile, personality, knowledge, skills and experience are best suited for the position you are recruiting for. Then the selection among the applications is easier and also increases the possibilities of being able to ask the right questions during a job interview.

A good preparatory work facilitates the possibilities to see if the applicant meets the criteria as well as to demonstrate that the company meets the applicant's current, future needs and wishes. Emphasizing the value base is to ensure that it is equivalent for the applicant as well as for the company.

Thinking outside the box

When I recruited as a leader, it was more important for me to find differences in employees, focusing on them having the "Right Attitude" rather than focusing on the right training. Of course, a certain basic knowledge in all areas is a requirement, but the goal of a successful recruitment is that it becomes a valuable and long-term investment, with great potential to grow and develop together with the rest of the organization.

It can be good to be open to new possibilities or untested approaches. Perhaps it is precisely your "Wildcard" that gives your organization the extra purple spice needed to avoid stagnation.