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How to Spot Someone’s Strengths and Place Them in the Right Role

March 8th, 2019

Here’s a common scenario: You’ve received an application for an open position. But as you study the resume and speak to the candidate in an interview setting, a few realities become clear. The candidate is not perfectly suited for the open position at hand, but you aren’t quite ready to turn her away altogether. In fact, she seems very well suited for another role on the same team, or maybe a similar role in a different part of the company. What should you do next? You don’t want to lose her, but you’re obligated to choose someone else for the position on which her sights are set. Here’s how to move forward in a way that allows both of you to get what you need.

Be clear and honest about your intentions.

Usually when you have good news and bad news, you deliver the bad news first. But in this case, turn it around. Explain clearly to the candidate what you’re trying to do (direct her attention to another position) and explain why (you sense she has the skills and background to succeed in the alternative role). Then the bad news: The job she applied for isn’t a perfect fit. Of course, she’ll have questions about the reasoning behind both decisions, so answer as much as policy and diplomacy allow, but focus more on her fitness for the second job, and less on her shortcomings for the first one.

Find evidence for your hunches.

If you think your marketing candidate might actually be great at customer service, follow up to find out if you’re right. Has she had any relevant yet non-work-related experience? Might she enjoy interacting with customers and helping them solve problems? How well does she respond to conflict and pressure? Essentially, you’re interviewing her for a job she’s never had and never asked for, so you’ll need to ask clear questions about her aptitude, general work ethic, career goals and personality.

If the job represents a demotion, sell it.

If your candidate applied for a senior-level job, but he simply isn’t ready for the senior level and you’d like to place him at the entry level instead, you’ll have to pitch your vision. Tell him what’s in it for him and why this might be a smart move for his career. Don’t emphasize the fact he’s overconfident and underqualified—let that go. Just focus on how your company can help him build his skills and be clear about the perks and benefits you have to offer.

For more on how to shift your candidates (or current employees) away from one career track and toward another, talk to the management experts at Merritt.

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