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"Round robin" interviews -- where those <br />reporting to the city manager have the <br />opporrtmity to interview candidates -- <br />are sometimes conducted. In general, it is <br />not smart to involve the stakeholders in <br />the interview process itself. Candidates <br />can't afford the exposure in their current <br />cities, and city managers like to be cho- <br />sen by the city councils they will serve, if <br />you must do it, first have the city council <br />narrow the field to two to three top can- <br />didares; then expose only the finalists to <br />a panel of department directors or com- <br />munity leaders the day after the interviews. <br />Make sure everyone signs confidentiality <br />agreements. Know that r_his can be a major <br />barrier to inducing quality candidates to <br />apply ro your city. <br /> <br />The Interviews <br /> <br />When it comes time to decide the inter- <br />view format and questions to be asked, <br />make suxe to schedule sufficient time for <br />the inrerview and select an off-sire <br />don that is comfortable and devoid of <br />distractions. City hall is not a good site. <br /> <br />Develop thought-provoking and relevant <br />questions, and discuss in advance what <br />might be good answers to the questions. <br />Make sure that all ofyoux interview ques- <br />t. ions axe legal and appropriate, and ask <br />the same questions of each candidate. <br />Assume ar least two rounds of interviews. <br />Make sure they see the real city council; <br />this is no time to fake it. <br /> <br />it's very common after the first day of <br />interviews to focus very heavily on a par- <br />dcui~: candidate.. Don't fall in love until <br />a full background check has been con- <br />ducted. This should includ~ talking to <br />previous employers and co-workers -- <br />nor just those listed by the candidate as <br />references. Furthermore, dares and tides <br />of service and educational credentials <br />should be verified. You may want to have <br />your top candidate sign a release holding <br />7our city harmiess in order to obtain <br />this information. <br /> <br />Today, background checks are much <br />more comprehensive than in the past, <br />thanlcs to ~e Inrernet. Within a. short <br />rime, k's possible to get civil, criminal <br />and ocher information on your finalist, <br /> <br />as well as what the press has said about the <br />candidate in recent years.. <br /> <br />At this point, it is appropriam for mem- <br />bers of the council to express their indi- <br />vidual feelings about the finalist and take <br />a straw vote to determine where the <br />council stands. It's time for everyone to <br />be completely honest about any reserva- <br />tions or concerns before offering the posi- <br />tion. Ia the case ofsptk votes, keep the <br />process going to achieve consensus, if not <br /> <br /> unanimity. It is very important to incom- <br /> ing city managers to have strong support <br /> on their councils. <br /> Once you are cer:rain that the candidate <br /> is, indeed, who you thought you inter- <br /> viewed, it's thne to negotiate a package. <br /> <br /> The city council should be involved with <br /> the recruiter or city attorney. The negoti- <br /> ation' needs to be conducted very careful- <br /> [y and constructively. It sets the tone of <br /> the relationship. A poor negotiation can <br /> lead to a bad outcome. Make it as pleas- <br /> <br />ant and productNe as possible. Once the <br />negotiations are complete, you need to <br />make a media announcement and set <br />about introducing the candidate to your <br />community'and staff. Think it through. <br />tf you're not satisfied with the initial result <br />of?our recmiunent efforts, recruit ~ain. <br />Consider an interim or acting city man- <br />ager to hold the fort while you get it right. <br />The stakes axe simply too high for your <br />council and community to settle for sec- <br />ond best. <br /> <br />Making Sure the New Manager <br />Gets a Good Start <br />It ks crucial that you immedlate[y begin <br />building a relationship with the new city <br />manager. Set aside plenty of time for the; <br />city council and the new hire to get clear. <br />6n priorities, community issues and <br />how you wisl~ to handle emergencies. <br />Acknowledge disagreements on what <br />constitutes success. Put in .place a regular <br />evaluation process for the new manager. <br />Ail this can be done in the context of a <br />council/manager retreat or council/man- <br />ager goal-setting process. <br /> If you follow these guidelines, your <br /> chances of success in finding a top man- <br /> ager for your city are gready enhanced. <br /> You'll have to tailor your recruitment <br /> process for your city and its pardcu[ax <br /> needs, but this is no place to cut corners <br /> or save nickels. Successfully' recruiting <br /> and hiring a highly qualified city manag- <br /> er, who is a good fir for your corrmm.nky, <br /> can provide lasting benefits ¢o your c~ty. <br /> Moreover, hiring the right city manager <br /> makes your job as a council member <br /> smoother and more satisfying. Give ~e <br /> recruitment the care and thought tIxat it <br /> is due. k may be the greatest service you <br /> render 7our city. [] <br /> <br />-60- <br /> <br /> <br />