Biewald, the Dolores Labs CEO, recommends that when technical skills are involved, tagging on a quick example programming task to the interview process can show more about an applicant than answers to a dozen specific interview questions.
"In terms of interviews, we've found that there's no substitute for having someone complete a short programming task," he says. "We used to feel embarrassed to ask experienced developers to do a simple exercise, but we've found that enough of them can't complete it that it's necessary."
Hiring a Web Developer: Checking References
Checking a candidate's references is the most overlooked part of the hiring practice, but experts say it is absolutely essential. Many employers also ask that applicants agree to credit-history checks and pre-employment drug screenings; those are optional, and often depend on vocation.
Of three references, have a phone conversation with at least two, and pay attention to the tone of a reference's recommendation, not just its content. Most people feel that it is not wise to hamper future employment for a past employee, so savvy references won't say anything negative. One tip: Leave a voicemail message that says, "I would appreciate a call back only if you feel this candidate is exceptional." If a reference truly believes in the candidate, he or she will return the call quickly. If you don not hear back from them, you can read into that, too.
Human resources experts also recommend trying to check a reference that's not recommended by the candidate: Hunt down a person at the applicant's most recent workplace (on LinkedIn, for example) who should have known him or her well, and ask for an opinion.
And when you have a reference check on the phone, what should you ask? Resker, president of Employee Performance Solutions, says: "A question I like to ask is 'if the person could have been more effective, what could she have done differently.' Rather than asking one weakness, which can make them uncomfortable."
Dig Deeper: A Pre-Hiring Reference Check
Hiring a Web Developer: Other Best Hiring Practices
• Great candidates should naturally follow-up on an interview with a call or e-mail, making it easy for you to invite them back for a second meeting. Do so, and allow other managers to meet with potential candidates on their second interview before offering a position. A second or third opinion is valuable.
• Set up a program that rewards current employees for referring apt job candidates. People within the organization can recognize others who would fit in well, and are unlikely to choose someone who wouldn't pull their weight.
• In both job listing and interview, pose only legal obligations and ask only legal questions. As an employer, you are not permitted to ask questions about a person's age, race, creed, sexual orientation or marital status.
• Despite a good gut feeling, never hire on the spot. Take time to review all candidates interviewed, both so that you have a chance for reflection and because you want to be in a strong negotiating position when discussing compensation.
Dig Deeper: Avoid Hiring Mistakes
Hiring a Web Developer: On-Boarding the New Hire
The buzz-word right now is "on-boarding" for making sure a new employee is up-to-speed and productive as quickly as possible.
"When you work in these small companies, you are always understaffed, you never have time," says Ellen Rudnick, professor and executive director of the Polsky Center for Entrepreneurship at the University of Chicago Graduate School of Business. "But it's really important to take the time you don't have to get a new employee up to speed."
One thing that helps is to have company policy, including employee guidelines and procedures in place. Even if you don't have an HR department, having human-resources policies in place is essential from day one, experts say. It will not only ease the transition into the new job for employees, who will know what's expected (it's never fun to have to ask a new boss "what's the vacation policy?" on the first day), but also protect your company from potential future legal trouble. Consider including expected work hours, presence in the office, and acceptable personal use of company electronics and space. Binding it in a guidebook, or having an online employee guide that's always available to staff is your best bet.
Managers should make it a priority to schedule face-time with a new employee within the first day or two – and ask pointed questions about how they're feeling and what they feel would help them out in their job that hasn't been provided.
Looking ahead, a company intent on keeping its new employees should schedule regular check-ins. Matuson suggests a manager checking in with a hire after 30, 60 and 90 days, just to ask what changes they might suggest and allow them to ask any lingering questions in a low-pressure way.
Dig Deeper: Get the Most out of Training Employees
