Learn How To Interview Applicants
Learn How To Interview Applicants
The initial few moments of an interview are the most crucial. As you meet the candidate and shake his or her hand, you will gain a strong impression of his or her poise, confidence and enthusiasm (or lack thereof). Qualities to look for include good communication skills, a neat and clean appearance, and a friendly and enthusiastic manner.
Put the interviewee at ease with a bit of small talk on neutral topics. A good way to break the ice is by explaining the job and describing the company - its business, history and future plans. Then move on to the heart of the interview. You will want to ask about several general areas, such as related experience, skills, educational training or background, and unrelated jobs. Open each area with a general, open-ended question, such as "Tell me about your last job." Avoid questions that can be answered with a "yes" or "no" or that prompt obvious responses, such as "Are you detail-oriented?" Instead ask questions that force the candidate to go into detail. The best questions are follow-up questions such as "How did that situation come about?" or "Why did you do that?" These queries force applicants to abandon preplanned responses and dig deeper.
Here are some suggestions to get you started:
-If you could design the perfect job for yourself, what would you do? Why? -What kind of supervisor gets the best work out of you? -How would you describe your current supervisor? -How do you structure your time? -What are three things you like about your current job? -What were your three biggest accomplishments in your last job? In your career? -What can you do for our company that no one else can? -What are your biggest strengths/weaknesses? -How far do you think you can go in this company? Why? -What do you expect to be doing in five years? -What interests you most about this company? This position? -Describe three situations in which your work was criticized. -Have you hired people before? If So, what did you look for?
Your candidate's responses will give you a window into his or her knowledge, attitude and sense of humor. Watch for signs of "sour grapes" about former employers. Also be alert for areas people seem reluctant to talk about. Probe a little deeper without sounding judgmental.
Pay attention to the candidate's nonverbal cues, too. Does she seem alert and interested, or does she slouch and yawn? Are his clothes wrinkled and stained, or clean and neat? A person who can't make an effort for the interview certainly won't make one on the job if hired.
Finally, leave time at the end of the interview for the applicant to ask questions - and pay attention to what he or she asks. This is the time when applicants can really show they have done their homework and researched your company, or rather, that all they care about is what they can get out of the job. Obviously, there is a big difference between the one who says, "I notice that your biggest competitor's sales have doubled since launching their Web site in January. Do you have any plans to develop a Web site of your own?" and the person who asks, "How long is the lunch break?" Also, candidates who can't come up with even one question may be demonstrating that they can't think on their feet.
End the interview by letting the candidate know what to expect next. How much longer will you be interviewing? When can they expect to hear from you? You are dealing with other people's livelihoods, so the week that you take to finish your interviews can seem like an eternity to them. Show some consideration by keeping them informed. During the interview, jot down notes (without being obvious about it). After the interview, allow five or 10 minutes to write down the applicant's outstanding qualities and evaluate his or her personality and skills against your job description and specifications.
Learn How To Interview Applicants - To learn more about this author, visit Jeff Casmer's Website.
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So you are hiring new employees and have narrowed your stack of resumes to the 10 or so top candidates, now it's time to start setting up interviews. If you dread this portion of the process, you're not alone. Fortunately, there are some ways to put both yourself and the candidates at ease - and make sure you get all the information you need to make a smart decision. Start by preparing a list of basic interview questions in advance. While you won't read off this list like a robot, having it in front of you will ensure you cover all the bases and also make sure you ask all the candidates the same questions.
The initial few moments of an interview are the most crucial. As you meet the candidate and shake his or her hand, you will gain a strong impression of his or her poise, confidence and enthusiasm (or lack thereof). Qualities to look for include good communication skills, a neat and clean appearance, and a friendly and enthusiastic manner.
Put the interviewee at ease with a bit of small talk on neutral topics. A good way to break the ice is by explaining the job and describing the company - its business, history and future plans. Then move on to the heart of the interview. You will want to ask about several general areas, such as related experience, skills, educational training or background, and unrelated jobs. Open each area with a general, open-ended question, such as "Tell me about your last job." Avoid questions that can be answered with a "yes" or "no" or that prompt obvious responses, such as "Are you detail-oriented?" Instead ask questions that force the candidate to go into detail. The best questions are follow-up questions such as "How did that situation come about?" or "Why did you do that?" These queries force applicants to abandon preplanned responses and dig deeper.
Here are some suggestions to get you started:
-If you could design the perfect job for yourself, what would you do? Why? -What kind of supervisor gets the best work out of you? -How would you describe your current supervisor? -How do you structure your time? -What are three things you like about your current job? -What were your three biggest accomplishments in your last job? In your career? -What can you do for our company that no one else can? -What are your biggest strengths/weaknesses? -How far do you think you can go in this company? Why? -What do you expect to be doing in five years? -What interests you most about this company? This position? -Describe three situations in which your work was criticized. -Have you hired people before? If So, what did you look for?
Your candidate's responses will give you a window into his or her knowledge, attitude and sense of humor. Watch for signs of "sour grapes" about former employers. Also be alert for areas people seem reluctant to talk about. Probe a little deeper without sounding judgmental.
Pay attention to the candidate's nonverbal cues, too. Does she seem alert and interested, or does she slouch and yawn? Are his clothes wrinkled and stained, or clean and neat? A person who can't make an effort for the interview certainly won't make one on the job if hired.
Finally, leave time at the end of the interview for the applicant to ask questions - and pay attention to what he or she asks. This is the time when applicants can really show they have done their homework and researched your company, or rather, that all they care about is what they can get out of the job. Obviously, there is a big difference between the one who says, "I notice that your biggest competitor's sales have doubled since launching their Web site in January. Do you have any plans to develop a Web site of your own?" and the person who asks, "How long is the lunch break?" Also, candidates who can't come up with even one question may be demonstrating that they can't think on their feet.
End the interview by letting the candidate know what to expect next. How much longer will you be interviewing? When can they expect to hear from you? You are dealing with other people's livelihoods, so the week that you take to finish your interviews can seem like an eternity to them. Show some consideration by keeping them informed. During the interview, jot down notes (without being obvious about it). After the interview, allow five or 10 minutes to write down the applicant's outstanding qualities and evaluate his or her personality and skills against your job description and specifications.
Learn How To Interview Applicants - To learn more about this author, visit Jeff Casmer's Website.
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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