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The combined analysis of the supervisor and the employee, while better than taking only the supervisor’s point of view, may still lack valuable perspectives. Depending upon the job involved, it may be important to see the job through the eyes of other people in the company who, though not the… Continue Reading…
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…
You’ve already spent considerable time and effort determining what you’re looking for in a candidate.
Appropriately enough, the resume presents the best side of the interviewee; you’ll almost never see anything negative. Interviewees are coached to make their experience sound lofty on the resume. Sometimes they make it appear as… Continue Reading…
Used properly, reference checks allow you to compensate for the shortcomings of the interview process. You will be able to get the advice of somebody who has experienced firsthand over a period of time what you have been trying to divine indirectly in a brief interview.
Unfortunately, though, interviewers and… 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…
If your initial interviewers have done an effective job of screening, most candidates invited back for further interviews at your company should receive offers. Therefore, each interviewer at the company should start with the presumption that each interviewee he sees will be extended an offer.
Once a candidate is invited… 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…