Finding the right candidate for a job is like solving a mystery. You interview suspects (candidates), analyze work histories, and piece together a case based on clues to support the conclusion that the candidate will succeed. Resumes offer initial clues, but you need to probe beneath the surface to find the true meaning of what's in print.

While candidates may put the best spin on their resumes, if they claim to have, say, five years of project management experience, find out how much responsibility they've really had. That means going beyond their titles because not all managerial titles are equivalent in every firm. What were the day-to-day roles on the projects they have managed? How quickly did they advance, and how long did it take for them to obtain licenses and certifications?

While the job interview is a vital tool, other techniques also provide important information and help verify what the candidate provides on paper and in person. Here are some suggestions:

Start with your own staff
Since the AEC industry is fairly close-knit, a person's reputation is often widely known. People in your firm may know the candidate, or at least be aware of his or her reputation. Ask around for insight on the candidate or if anyone knows of people in the industry who might offer an opinion. An architecture firm, for instance, may have designers that have worked with an engineering firm that has worked closely with the candidate on several projects. You may obtain a more frank portrayal in this manner than you would from speaking with candidate-provided references.

Internet search
Internet search engines are fairly new additions to detectives' tool kits. A Google search should turn up instances where the candidate has been published by, or has had work featured in, trade publications, and occasions when he or she has spoken before industry groups. This gives insight into the person's reputation, and it may also provide names of professionals who can vouch for the person's expertise.

Don't neglect reference and background checks
Reference and background checks may seem perfunctory, but are still important. Discovering a red flag while checking references and verifying information is disappointing, but when heeded, can save much anguish and many headaches. In general, professionals in the AEC industry are ethical and honest. But the rare exceptions can wreak havoc, especially if they hold a key management position. While there's no foolproof method of screening out bad apples, certain indicators should raise alarms. A person who lies or greatly exaggerates his or her credentials and experience, for instance, is likely to be a dishonest employee.

Questions for references
Candidates typically supply a few personal references that can verify their work histories and give assessments of their capabilities. If there are any black marks on a candidate's work history, you're unlikely to find them through references provided by the candidate. Still, you can at least verify basic facts through these sources, and if the reference is forthcoming, get a sense of the candidate's abilities.

Below are some questions we commonly ask references. Sometimes an unusual hesitation from the person offering the reference to these questions may indicate a problem area.

• Do you think the candidate is honest?
• How does he/she perform under pressure?
• How does he/she work with others
• What areas need improvement?
• Anything off the job we should know about?
• Would you rehire the candidate?

On The Move
Mark Goodale has joined PBS & J and is working out of the firm's Natick, MA, office. Goodale's title is Corporate Strategic Marketing Manager. Prior to PBS & J, Goodale was a Principal in charge of ZweigWhite's business planning and marketing division. Goodale is reuniting with another former ZweigWhite Principal, Mick Morrissey, former Head of Consulting for ZweigWhite and currently the Director of Strategic Growth for PBS & J.