| So you are hiring new employees and have | | | | |
| narrowed your stack of resumes to the 10 or | | | | -What are your biggest strengths/weaknesses? |
| so top candidates, now it's time to start | | | | |
| setting up interviews. If you dread this | | | | -How far do you think you can go in this |
| portion of the process, you're not alone. | | | | company? Why? |
| Fortunately, there are some ways to put both | | | | |
| yourself and the candidates at ease - and | | | | -What do you expect to be doing in five |
| make sure you get all the information you | | | | years? |
| need to make a smart decision. Start by | | | | |
| preparing a list of basic interview questions | | | | -What interests you most about this company? |
| in advance. While you won't read off this | | | | This position? |
| list like a robot, having it in front of you | | | | |
| will ensure you cover all the bases and also | | | | -Describe three situations in which your work |
| make sure you ask all the candidates the same | | | | was criticized. |
| questions. | | | | |
| | | | -Have you hired people before? If So, what |
| The initial few moments of an interview are | | | | did you look for? |
| the most crucial. As you meet the candidate | | | | |
| and shake his or her hand, you will gain a | | | | Your candidate's responses will give you a |
| strong impression of his or her poise, | | | | window into his or her knowledge, attitude |
| confidence and enthusiasm (or lack thereof). | | | | and sense of humor. Watch for signs of "sour |
| Qualities to look for include good | | | | grapes" about former employers. Also be alert |
| communication skills, a neat and clean | | | | for areas people seem reluctant to talk |
| appearance, and a friendly and enthusiastic | | | | about. Probe a little deeper without sounding |
| manner. | | | | judgmental. |
| | | | |
| Put the interviewee at ease with a bit of | | | | Pay attention to the candidate's nonverbal |
| small talk on neutral topics. A good way to | | | | cues, too. Does she seem alert and |
| break the ice is by explaining the job and | | | | interested, or does she slouch and yawn? Are |
| describing the company - its business, | | | | his clothes wrinkled and stained, or clean |
| history and future plans. Then move on to the | | | | and neat? A person who can't make an effort |
| heart of the interview. You will want to ask | | | | for the interview certainly won't make one on |
| about several general areas, such as related | | | | the job if hired. |
| experience, skills, educational training or | | | | |
| background, and unrelated jobs. Open each | | | | Finally, leave time at the end of the |
| area with a general, open-ended question, | | | | interview for the applicant to ask questions |
| such as "Tell me about your last job." Avoid | | | | - and pay attention to what he or she asks. |
| questions that can be answered with a "yes" | | | | This is the time when applicants can really |
| or "no" or that prompt obvious responses, | | | | show they have done their homework and |
| such as "Are you detail-oriented?" Instead | | | | researched your company, or rather, that all |
| ask questions that force the candidate to go | | | | they care about is what they can get out of |
| into detail. The best questions are follow-up | | | | the job. Obviously, there is a big difference |
| questions such as "How did that situation | | | | between the one who says, "I notice that your |
| come about?" or "Why did you do that?" These | | | | biggest competitor's sales have doubled since |
| queries force applicants to abandon | | | | launching their Web site in January. Do you |
| preplanned responses and dig deeper. | | | | have any plans to develop a Web site of your |
| | | | own?" and the person who asks, "How long is |
| Here are some suggestions to get you started: | | | | the lunch break?" Also, candidates who can't |
| | | | come up with even one question may be |
| -If you could design the perfect job for | | | | demonstrating that they can't think on their |
| yourself, what would you do? Why? | | | | feet. |
| | | | |
| -What kind of supervisor gets the best work | | | | End the interview by letting the candidate |
| out of you? | | | | know what to expect next. How much longer |
| | | | will you be interviewing? When can they |
| -How would you describe your current | | | | expect to hear from you? You are dealing with |
| supervisor? | | | | other people's livelihoods, so the week that |
| | | | you take to finish your interviews can seem |
| -How do you structure your time? | | | | like an eternity to them. Show some |
| | | | consideration by keeping them informed. |
| -What are three things you like about your | | | | During the interview, jot down notes (without |
| current job? | | | | being obvious about it). After the interview, |
| | | | allow five or 10 minutes to write down the |
| -What were your three biggest accomplishments | | | | applicant's outstanding qualities and |
| in your last job? In your career? | | | | evaluate his or her personality and skills |
| | | | against your job description and |
| -What can you do for our company that no one | | | | specifications. |
| else can? | | | | |