Your company needs three employees to fill the needs expressed by your team leaders. Your owner has signed off on bringing them into the fold but you have not figured out who will fill the positions.
If you are the typical company, human resources brings in new applicants and wades through the sea of people needing employment. Once they see who fits the minimum requirements, generally they’ll drug test who they see as the best applicant and then make an offer. This process has existed at many of the companies I have done business with and several of the ones I was employed by. Although it fills a need, it does not create a team member through a systematic process grounded in your company’s philosophy.
When the an aspect of your team has a vacancy, I highly suggest looking at more than the job when figuring out how to fill it. Ask a few questions. How does that job fit into the scheme? What is the upward or lateral potential with the position? What kinds of personalities exists that the new team member will need to coexist with? How long do you expect the employee to stay in the position before you expect him/her to be ready for their next position? Are there going to be any after hours obligations? Is this applicant willing to attend after hour events?
All of these things can help but then you need to narrow your field of applicants and engage them with the actual team they will be working with. Allow the team leader to come into your office and discuss in depth with HR why each has gotten past stage one to stage two of the hiring process.
My next suggestion will cost you an hour’s pay and $75. I think a lunch between the team leader and the applicants separately is the absolute necessary next step. Don’t put restrictions on the lunch other than it be one hour each. That hour is to allow the applicants guard to be let down and the team leader to get a better picture of personality. Ten minute discussions at work can be faked but in 60 minutes a person’s true personality normally will shine through. Once each applicant has finished their luncheon, the team can discuss each in a thorough way.
This may seem like a lot but their are costs in not doing it this way. In today’s litigious society, there are only so many questions you can ask former employers. If an answer the former employer was asked, influenced you to not hire someone, you can be sued for asking the question. You may not lose but is it worth the hassle. The next cost that be experienced is hiring the wrong employee. What if that employee causes a rift on the team? What if that employee has spends the next three weeks getting trained only to go work for your competition because they offer upward mobility you did not find out was important to them?
Envolve your team in the next hire and see if the rewards aren’t worth a few lunches.