Here's how you can effectively select new team members as a team manager.

Before interviews, I huddle with the existing team. We brainstorm the ideal candidate's skillset – maybe it's a data wiz to complement our creative chaos. We also discuss personality – someone who thrives in our collaborative environment but can also push back with good ideas. Defining these needs ensures we find someone who elevates the entire team, not just fills a chair. It's like building a dream team, one diverse and talented member at a time.

For a recent opening, we needed a social media whiz, but also someone who fit our quirky, meme-loving crew. So, the listing included our favorite office meme and highlighted the importance of "bringing the social media sass." This lighthearted approach attracted a pool of talented individuals who were a perfect cultural fit, saving us time in the interview process and landing us the social media rockstar we were looking for.

When selecting new team members, focus on evaluating both hard and soft skills. Begin with resume screening to assess qualifications and technical expertise. Follow this with practical assessments that mimic real job tasks to gauge their abilities in action. Conduct behavioral interviews to understand their interpersonal skills, adaptability, and problem-solving capabilities. This multi-faceted approach provides a complete picture of each candidate, ensuring you choose individuals who are technically proficient and a good cultural fit for your team.

Values of people are the DNA of the culture you want to build. So having clarify around what matters most for that group of people is key to build a vision and create alignment. This is a step that typically is missed during hiring process as the focus of some managers become the competence and skills area. This is a crucial step to build a great team that not only will get along but also will thrive when challenges arise. Adding diversity of backgrounds and culture is the second step. Having different perspectives in a team is a valuable trait for any company it will allow them to service and connect better with each other in a holistic way. Third, skills and competence. Focus on hiring people with different skills to complement.

Resumes tell part of the story, but potential is key. During the interview process, I go beyond experience listed on paper. For a recent marketing role, I designed a mini social media campaign challenge. This practical assessment not only showcased their digital marketing skills but also revealed their problem-solving approach and ability to work under pressure. One candidate, despite a less robust resume, aced the challenge with a creative, data-driven strategy. They impressed with their "soft skills" too, collaborating effectively with the team during the brainstorming session. This multi-pronged approach helped me identify the hidden gem who's now become a social media star for our brand.

Resumes are great, but during interviews, I dig deeper. I ask about career aspirations and what excites them about the role. Recently, a junior designer's passion for web development, alongside their graphic design skills, stood out. We offered them the role with the chance to mentor under our senior developer. Now, they're flourishing, their design skills complementing the website development, and they're on track to become a full-fledged web designer – a win for them, the team, and the company's future. It's about finding those hungry to learn and grow, ensuring our team stays innovative for years to come.