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For example, "Tell me about a time you had a conflict with a co-worker and explain how you resolved it." The aim is to uncover the candidate's true colors. Does he blame others for his mistakes? Does he rationalize his behavior? Or does he accept responsibility? "You get a much more thorough understanding of how a person will behave in the future," says Lynn.
On-board with care
When a new hire seems to be struggling, on-boarding can also be to blame. "Most companies let their new hires sink or swim, and as a result many sink. Some form of integration support reduces the chances of failure, accelerates learning, and increases the contribution of any new hire," says Fernández-Aráoz. The right onboarding approach can help you get immediate value from your new hire and position her for success. But perhaps the most important element is expectation-setting. "Especially with knowledge workers and younger workers, there is a strong need to communicate both expectations of performance and behavior," explains Lynn.
When it happens anyway...
Sometimes even when you follow all the rules, you may still end up with the wrong person in the job. When you suspect a poor fit, proceed carefully. Start by asking others to corroborate your opinion. Don't start a witch hunt, but discreetly ask if they see the situation in the same way. Then, once you've identified where the mismatch is, ask yourself if the problem is coachable "People are ineffective for many reasons and some of those reasons are definitely correctable," says Lynn.
"Unless it's an egregious breach of values, generally coaching and reiterating behaviors and performance expectations should be the first step." Provide feedback to the new hire early on and lay out a plan for getting her up to speed in the problem areas. If the issues persist, consider finding a more appropriate role for her in your organization.
In the worst cases, termination may be your only option, particularly if you find that the problem is not coachable, if you are unwilling to further invest in coaching, or if the error or behavior is intolerable. It should be your last resort, however. "Most likely as the hiring manager you have a large share of responsibility for the mistake, and thus should never fire a person without thoughtful consideration," says Fernández-Aráoz. If you have to let someone go, take a hard look at the hiring process you used and figure out how to change it next time around.
