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In the previous article we have started on a more productive course of analysis than merely asking a supervisor for characteristics. But we have only started. The picture we’ve sketched is one-dimensional, drawn only from the perspective of the supervisor. To test and refine the list of qualifications we are… Continue Reading…
Most employers address the question of what they are looking for by asking those who will supervise the person(s) being hired what characteristics they think they ought to look for in candidates. Chances are they come up with a reasonable-looking list. Let’s suppose you try that exercise and come up… Continue Reading…
Of course, there are a limitless number of questions you could ask a candidate. As is true in most aspects of interviewing, there is seldom a right or wrong question to ask in an interview. The exception, of course, is questions that are illegal.
Because there are often no right… Continue Reading…
We all think of ourselves as free of bias. Unfortunately, few of us are. Think about whether you may be unintentionally looking at candidates in ways that could be prejudicial.
For example, do you sometimes emerge from an interview with a minority candidate thinking the candidate was “articulate” or “well-educated”?… Continue Reading…
The obvious reason for avoiding discriminatory questions is that they are against the law, but you will also want to avoid them because they can adversely affect your company’s reputation for many years. In egregious situations, schools may bar companies whose on-campus interviewers violate school policies against discrimination from interviewing… Continue Reading…
Effective direct selling in an interview involves three steps: (a) identifying what the “buyer” wants, (b) identifying what your company has that meets those desires, and (c) communicating effectively what you have to offer the candidate.
Determine what a candidate wants by listening and observing, and by asking directly. Listening… Continue Reading…
Recruiting rarely ends with the interview. When is the last time you ended an interview by saying, “I’d like to offer you the position,” and had the interviewee reply, “Great when do I start?” Usually you have to follow up with an interviewee in order to close the deal.
The… Continue Reading…
In the end, each candidate wants to know “What’s in it for me?” Therefore, you should concentrate on selling the benefits of your company, rather than its features. “Benefits” are what something means to a candidate. “Features” are merely descriptive. Part of your job in selling is to convert features… Continue Reading…
Successful recruitment or job hunting involves more than touting your virtues. Identifying and handling problems— the obstacles you face in recruitment—is no less important. No company or interviewee is perfect so it is best not to pretend you are. Indeed, dealing with obstacles in a forthright manner can be an… Continue Reading…
Wherever possible, sell with specifics, not generalities. Candidates are numb to platitudinous claims of significant responsibility early on, an excellent training program, and fine prospects for advancement. So instead of talking about your excellent training program, pull out a copy of the training schedule for the next month and review… Continue Reading…