Issue link: http://psai.uberflip.com/i/1181388
W EEKLY EDITION NOVEMBER 6, 2019 J er ks At Wor k - An d Ho w T o De a l W ith T he m By Karleen Kos, PSAI Executive Director We've found that it's important to clearly define these expectations — they're listed on every job description — and build our interviewing method ology around them. The mentality isn't "We'll know it when we see it." It's "Does this person already live the way we do?" We use behavioral interview questions to determine whether candidates have those key attributes. For example, to determine someone's ability to be a passionate team player, we will ask him or her to describe a time when he or she went above and beyond to help a co - worker succeed. We also conduct what we call a career motivation interview to determine if the candidate really understands the job he or she is applying for and if it is aligned with his or her career goals. As you can see, it's important to have ways of determining whether the candidates you are screening for your openings are comparatively decent folks or jerks. Whether yo u invite them to a softball game, have them meet with a variety of people around the company during the interview process, ask scenario - focused questions that force them to describe their outlook and past behavior, or use some other tactic, commit to findi ng out what sort of person you might be hiring and to saying "no" if you can tell they may not treat others well and align with your company's values. No matter how badly you need an employee, consider the long term negative effects of hiring the wrong emp loyee and take a pass on the jerks. 2 : Je r ks ar e bad f o r yo u an d bad f o r bu s in e ss Jerks carry a high hidden cost because while unpleasant people may indeed be getting results, they do so only at a detriment to the rest of the organization. Jerks tend to: P AGE 14 CONTINUED ON PAGE 1 5