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The NON-NEGOTIABLES
when it come to recruiting
your team
Safaraz Ali
CEO
Pathway Group
Non-Negotiables
Every organisation should have some must have’s in terms of
traits that are sought in every person that comes into the
business and these are referred to as the Non- Negotiables.
Non-Negotiables
Resilience
Curiosity
Patience
Empathy
Adaptability
Ability to
influence
A few other points to note
• Non-negotiables, especially when it comes to traits, should be in line
with your company values and cultural expectations and with what
it’s truly like to work in your organisation – the actual reality.
• If you are the one setting the non-negotiables in your business, don’t
be too quick to delegate the early interview process. Non-
negotiables should be addressed/tested in the first interview to avoid
wasting your and the candidate’s time.
• When you interview, after the initial chatter, let the candidate speak
first. If you launch into the role. And the company, and all the
reasons you’re hiring, you’re writing the script for them. Since they
don’t know what you want to hear, you are more likely to get an
authentic retelling of their history, including success and failures,
than if you had led the conversation with role requirements.

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The NON-NEGOTIABLES when it come to recruiting your team by Safaraz Ali

  • 1. The NON-NEGOTIABLES when it come to recruiting your team Safaraz Ali CEO Pathway Group
  • 2. Non-Negotiables Every organisation should have some must have’s in terms of traits that are sought in every person that comes into the business and these are referred to as the Non- Negotiables.
  • 4. A few other points to note • Non-negotiables, especially when it comes to traits, should be in line with your company values and cultural expectations and with what it’s truly like to work in your organisation – the actual reality. • If you are the one setting the non-negotiables in your business, don’t be too quick to delegate the early interview process. Non- negotiables should be addressed/tested in the first interview to avoid wasting your and the candidate’s time. • When you interview, after the initial chatter, let the candidate speak first. If you launch into the role. And the company, and all the reasons you’re hiring, you’re writing the script for them. Since they don’t know what you want to hear, you are more likely to get an authentic retelling of their history, including success and failures, than if you had led the conversation with role requirements.