Читать книгу Digital Government Excellence - Siim Sikkut - Страница 89

I have been always good at finding good people. We got on the team people who were knowledgeable, able to deliver, saw the big picture. People wanted to join our department, even temporarily—because they had a feeling that this way, they would be able to influence and make a change in Finland.

That is because the word gets around. You work on the culture and atmosphere of the department, and if it changes, people start to notice and talk about it. Like the word went around that not only did we deliver, but it was also fun to work there on the team with our strategy sessions and other social events.

What I have always done is to have the last interview. I call it more a discussion even because it is not formal. I meet everybody before they join or before we sign them on, so I can understand what sort of person we would get. I am trying to see for myself how they fit on the team. We need people of different types; they are not supposed to be like me. I am also trying to understand where we could use the new person in the future. What are his or her intentions: to remain an expert or also become a manager? Things like this.

I also started using personal tests in recruiting. The interview times are so short that it is difficult to be sure of the person fitting the task. The tests supported the final decision-making.