Evaluation and follow up, a key step in the interview process, is often done in a haphazard fashion.  It is very important that these steps are followed properly.  The steps of evaluation and follow up are:

* Assess the job related qualifications
* Check the applicant’s responses closely from your notes
* Make a decision and follow up
* Provide ongoing managerial support

Assess job related qualifications.  Even though you have made notes throughout the interview, you should write any additional information down immediately after the interview while it is fresh in your mind.  Review your notes on each applicant.  Compare and contrast the job requirements with the candidates’ applications or resumes plus your notes.  Rank them numerically in each area of focus on your guide sheet, 1-10, with 10 being the best.

After you have tallied up each candidate’s score on the various areas of focus on the guidesheet, you should have a pretty clear winner from a numeric standpoint if you have used the guidesheet and the ranking system.  (If you would like a copy of the guidesheet and a matching sample application, merely send me a stamped, self addressed envelope and I will send you copies).  However, there are still some vital steps to take.

CHECK THEIR EMPLOYMENT REFERENCES CAREFULLY!
So many employers make the mistake of assuming that a candidate would list a negative reference.  That’s not true.  Many are counting on the fact that their future employer is "too busy" to follow up.  You may be surprised by what you hear!  Also, ask the candidate for their direct supervisor’s name and number, not the human resource department.  The HR department's job is to keep the company from being sued.  Human Resource will generally only tell you their employment dates and not much else.  Supervisors on the other hand generally will give you the good, the bad and the ugly on a person.

Once you've tallied their scores and checked their references, it is time to make your decision.  Follow up with your top candidate first to be sure that he or she is still interested in the position.  That way, if you are turned down you have other candidates still in the wings.  Make a verbal offer to be followed up by a written confirmation of the terms of the employment agreement.  Once you have the top candidate signed on with your team, show the other candidates the courtesy of calling them back to notify them, that although they were some of the best candidates, you found someone with skills that matched the job responsibilities slightly better than they did.  You will want these people to come back into your store as customers, so you'll want to treat them right.

Now that you have settled on the top person to hire it is time to give them ongoing managerial support.  You should provide them with orientation to the store, the company, its benefits, people they will be working with, etc.  Next you want to be sure that they receive adequate training.  They should learn about such things as the ordering process, policies and procedures, opening and closing processes, cash register training, credit card processing, security, merchandising, selling, etc.  As new employees join your staff, there is a good deal of fear and uncertainty that they are coping with.  During the first few weeks you should make it a priority to personally coach this individual.  Spend time with them.  Find out what is working for them and what they are having trouble getting a handle on.  It will produce tremendous results down the road!

That concludes our multiple part series on Interviewing.  In the next issue we'll be bringing you something new and different.  Until then, "Keep Minding the Store".
-Mark Zobrosky has held several Senior Retail positions.  He served as Vice President of Operations at Family Christian Stores, Vice President of Operations and Real Estate at National Book Warehouse, Senior Vice President and General Manager of Gibson Greetings Retail Division as well as Vice President of Electronic Commerce for OnePlace, Ltd. You can reach Mark for Retail consulting via e-mail at markzobrosky@aol.com  or via telephone 336-327-7594.