No one bats a thousand, but many firms can improve their average if they approach recruitment and hiring from a different perspective. Here are some suggestions for reviewing job candidates that will increase your chances of picking a winner:
 
Communication skills. If someone can’t even write a decent cover letter, how in the world will he or she be able to function effectively as a consulting engineer, architect, or environmental consultant? You’ve got to be able to write and speak well in this business to sell work, manage people, and put together a good deliverable.
 
Appearance. The human resources people may have a fit about this one, but let’s face it—looks are important to success in this business. And appearance goes beyond dress—it goes to the quality of one’s briefcase, the condition of his or her car, and personal hygiene.
 
No obvious failures. It should concern you if you have a job candidate who couldn’t pass the EIT exam, or someone who failed the PE test three times in a row, or worse, failed as marketing director in two separate companies. Why hire anyone who has a track record of failure, if you can get someone who has been a success?
 
Done it before. The probability of success in the job increases when the employee is a proven performer in a similar role. He or she will have more realistic expectations of the job, not to mention will have learned something in the past that can be used in your firm.
 
Not looking. It says something when someone responds to a job posting in a newspaper ad, rather than being recruited away from their previous employer. People who are not looking for a job are a lower risk than those who are either unemployed or desperate to make a change so they can escape their present job. Those not looking will only make a change when it is smart to do so—they’ve got a good job at risk.
 
Family background. This subject makes HR professionals nervous, but it’s helpful to know the family background for anyone who will be functioning in a middle or upper level role. We’ve found that two types of people seem to be the most successful—those who come from a successful family where everyone is a high achiever and those who come from a not-so-successful family that the candidate broke out of. When the person comes from a ’’successful’’ background, he or she is more likely to live up to that expectation. When someone comes from a tough background, yet got through school and struggled to get ahead, fear of returning to his or her origins can be a strong motivator.
 
Strong work ethic. Hire someone who works 60 hours a week over someone who thinks they can do it in 40. That’s what one of our more successful clients calls ’’the extra-hour advantage.’’ There really isn’t any substitute for hard work. And just because someone doesn’t have billable work to perform, doesn’t mean there’s no need to work extra hours. That’s the time to develop standards, get organized, and sell work.
 
Firms that follow this advice will have far fewer problems getting a shot at good, qualified candidates for any position they need to fill. Then, they’ll be prepared to take it a step further and build a ’’dream team’’ of professionals possessing all the intangibles that they admire in the best people now.