In a previous post, I discussed the concept of giving your final candidate a homework assignment - the “30/60/90 Day Performance Plan.”  In this post, we’ll discuss the process of evaluating their response.

 

If you followed my general guidelines, then your candidate has emailed you a document that’s about a page or two long, and contains a summary of actionable items that will be accomplished in their first 30, 60, and 90 days on the job.  They’ve done their best given the information that you’ve given them, and you’ve told them that you’d like to get together at the end of the week to discuss their plan.  (note: if you’re looking for a great 30-60-90 day plan template to use, click here.)

 

Consider the following as you plan for this meeting with your final candidate:

 

Time to lighten up.  At this point, you’re 90% sure that you’ve selected the right person for the job.  This meeting is your opportunity to transition from a tone of ”interviewer and candidate” to ”manager and employee.”  You’re not offering the person the job at this time, but it’s time to shift from an interview mindset to a manager mindset.  That means changing the dynamic of the interaction to one of support and collaboration.  Remember, this person is likely to be working for you in the near future, so this is the perfect chance for you to set the tone for their entire tenure with your organization. 

 

Ask the candidate to present their plan.  Here’s how I typically start off the meeting:  “Hi, Jon, thanks for coming back in.  I’m really excited to see what you’ve got in mind for your first 90 days on the job here.”  Sit back and listen attentively.  Don’t coach the candidate - if they ask things like, “Should I stand?” or “Do you want a copy?” simply reply, “Do what you do!”  You are still evaluating this candidate’s ability to perform in a high-pressure situation.  It doesn’t get much more high-pressure than presenting your ideas to a potential boss, with no safety net. 

 

Notice the little things.  They matter.  Can this candidate deliver a good formal presentation?  Are they clear and articulate?  Do they project confidence in their plan?  Do they qualify every goal before they give it (i.e., “I wasn’t sure what you meant by, ‘Grow sales by 30% in year 1, but…’”)?  Did they follow instructions?  Are they off-base with their assumptions?  If so, did they bother to ask you for clarification prior to delivering their plan?  All of these things are to be noted.

 

Is the plan viable?  Did their approach underwhelm you?  Did they grossly overreach, and deliver a plan that no mortal could achieve?  Is their plan reasonable, given the resources of the team and organization?

 

Ask questions, but wait until the end.  Don’t interrupt the candidate with questions, because you’ll taint the process.  Let them finish with your influence biasing their delivery.  At the conclusion of their presentation, ask specific questions about their plan.  Question assumptions, and provide corrections to any mistakes that you see.  If you feel that the plan is too aggressive, say so.  If you feel that the plan is too soft, say so.  Finally, ensure that they can commit to this plan, because, in the end, this plan will be used to evaluate their performance at a 90-day review. 

 

At the end of this presentation, you’ll either confirm what you already know about this candidate, or you’ll be hit with a “left-fielder” that causes you to question your decision to make the hire.  If you decide to move forward, you now have a 90-day plan for managing this person’s performance - written by the new employee!  It’s a powerful tool for managing new staff, and it creates a real sense of ownership and empowerment in your new hires.