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Digg it UP - Simple Interviewing That Works
The days of 40-hour work weeks with benefit packages and retirement shares are quickly going the way of dinosaurs, phonograph records and VCR’s… and remember 8-track tapes? You see it at Home Depot, libraries, and grocery stores – self checkout lanes, and no help to be found in the aisles when you’re looking for a particular size dress, or for the guy to cut your PVC plumbing pipe.Corporate America is changing, and the savvy are getting ready now to find their own way, whether on the books with their own business, or with one of the more off-the-book in
Comparisons bring out how someone thinks and uses past experience.
6. Mix statements with questions
"I find it tough to convince people to change when they're comfortable with the status quo. It puzzles me how to do this well."
Make an interesting statement, pause and wait for a comment. We do this all the time in informal conversations. It's a natural invitation to the
Getting a second interview is typically your goal when you attend a first interview.Unless the job you're applying for has a one-interview process to be followed by a job offer to the successful candidate, you will most likely be trying to get invited back for a second interview.For more senior positions you might even come back for a third and subsequent interviews. Sometimes companies have processes in place that result in multiple interviews for potential employees.What actually happens in the second interview of course largely de
1. Ask for specific "stories" of complete situations
"We all meet situations where people disagree on the correct way to proceed. Can you give me an instance from your own experience where it was up to you to deal with this kind of disagreement? Perhaps a time when you had to lead a team to find an answer everyone could rally behind?"
2. Build on answers with specific questions on "how?" and "why?"
a) "What exactly convinced you to chose this career path?"
b) When the candidate has answered:"Exactly why were you convinced?"
c) Finally: "Why has this proved to be the right path?"
If you must ask multiple questions, make sure each part builds extends the previous one in a single direction. It's better to stick to simple questions if you can. In interviewing, less is more.
3. Stick with actual happenings
General, non-specific answers let people talk about what they wished they had done, not what actually happened.
a) "Please tell me about a specific situation where you were able to show your ability to cope with a tough deadline. How did you handle it?"
b) "What did it teach you?"
Abstractions are easy to handle...and fake. Talk is cheap. Stick to verifiable actions, not intentions.
4. Put an unexpected "spin" on a question
a) "Has it become easier or harder to plan a marketing campaign over the time you've been doing that kind of work?"
b) "Why is this?"
Look for evidence of how the person reasons and learns from experience. How long he or she has worked in a specific field can be learned from their file. What matters is what those years have taught them. That's what they'll carry into their next job.
5. Ask for comparisons
"How does leading your present team compare with the first group you ever had to lead?"
Comparisons bring out how someone thinks and uses past experience.
6. Mix statements with questions
"I find it tough to convince people to change when they're comfortable with the status quo. It puzzles me how to do this well."
Make an interesting statement, pause and wait for a comment. We do this all the time in informal conversations. It's a natural invitation to the o
Many people are working at jobs they don't want and they hate to go there every day. Are you one of them?Let's start by examining how you got into this kind of "pickle" to begin with. Did you take this job be- cause you thought you couldn't find anything else? Did someone you are close to, tell you to take it even if you didn't want to? Were you in panic be- cause you thought you would be out on the street?When I listen to people who have gotten into this predicament, I usually find that the main cause for this kind of frustration and
a) "What exactly convinced you to chose this career path?"
b) When the candidate has answered:"Exactly why were you convinced?"
c) Finally: "Why has this proved to be the right path?"
If you must ask multiple questions, make sure each part builds extends the previous one in a single direction. It's better to stick to simple questions if you can. In interviewing, less is more.
3. Stick with actual happenings
General, non-specific answers let people talk about what they wished they had done, not what actually happened.
a) "Please tell me about a specific situation where you were able to show your ability to cope with a tough deadline. How did you handle it?"
b) "What did it teach you?"
Abstractions are easy to handle...and fake. Talk is cheap. Stick to verifiable actions, not intentions.
4. Put an unexpected "spin" on a question
a) "Has it become easier or harder to plan a marketing campaign over the time you've been doing that kind of work?"
b) "Why is this?"
Look for evidence of how the person reasons and learns from experience. How long he or she has worked in a specific field can be learned from their file. What matters is what those years have taught them. That's what they'll carry into their next job.
5. Ask for comparisons
"How does leading your present team compare with the first group you ever had to lead?"
Comparisons bring out how someone thinks and uses past experience.
6. Mix statements with questions
"I find it tough to convince people to change when they're comfortable with the status quo. It puzzles me how to do this well."
Make an interesting statement, pause and wait for a comment. We do this all the time in informal conversations. It's a natural invitation to the
What is the risk?Key control, or more accurately the lack of key control is one of the biggest risks that businesses or property owners face.Without a key control system you cannot be sure who has keys or how many keys they have to your property. Not having a patent controlled key system leads to unauthorized key duplication, which leads to unauthorized access to your property or employee theft.Most key control systems utilize patented keys and or cylinders, these lock cylinders employ very precise locking systems that can only be operated
General, non-specific answers let people talk about what they wished they had done, not what actually happened.
a) "Please tell me about a specific situation where you were able to show your ability to cope with a tough deadline. How did you handle it?"
b) "What did it teach you?"
Abstractions are easy to handle...and fake. Talk is cheap. Stick to verifiable actions, not intentions.
4. Put an unexpected "spin" on a question
a) "Has it become easier or harder to plan a marketing campaign over the time you've been doing that kind of work?"
b) "Why is this?"
Look for evidence of how the person reasons and learns from experience. How long he or she has worked in a specific field can be learned from their file. What matters is what those years have taught them. That's what they'll carry into their next job.
5. Ask for comparisons
"How does leading your present team compare with the first group you ever had to lead?"
Comparisons bring out how someone thinks and uses past experience.
6. Mix statements with questions
"I find it tough to convince people to change when they're comfortable with the status quo. It puzzles me how to do this well."
Make an interesting statement, pause and wait for a comment. We do this all the time in informal conversations. It's a natural invitation to the
As a human resources professional or business owner, you face many challenges during the hiring process, from sorting through stacks of job applicant r?sum?s to making an attractive offer to the one person you believe best matches the specifications of your open position's job description. The whole procedure is more than time-consuming; it can be stressful as well.None of the demands of finding and hiring the best candidate are more complex than those of the interviewing process. Besides spending a significant portion of your time listening to what your
a) "Has it become easier or harder to plan a marketing campaign over the time you've been doing that kind of work?"
b) "Why is this?"
Look for evidence of how the person reasons and learns from experience. How long he or she has worked in a specific field can be learned from their file. What matters is what those years have taught them. That's what they'll carry into their next job.
5. Ask for comparisons
"How does leading your present team compare with the first group you ever had to lead?"
Comparisons bring out how someone thinks and uses past experience.
6. Mix statements with questions
"I find it tough to convince people to change when they're comfortable with the status quo. It puzzles me how to do this well."
Make an interesting statement, pause and wait for a comment. We do this all the time in informal conversations. It's a natural invitation to the
Examples of employee malfeasance can be better understood when broken down into basic occupation types and categories. By doing so, the underlying principles that contribute to acts of fraud, theft and embezzlement become evident: one must have access, opportunity and motivation.Accounting/ Bookkeeping • Ghost companies • Fictitious employees • Fictitious or inflated invoices • "Cooking the books" inflating and skimming from accounts • Overlapping accounts Automobile and Service Mechanics • Billing custo
Comparisons bring out how someone thinks and uses past experience.
6. Mix statements with questions
"I find it tough to convince people to change when they're comfortable with the status quo. It puzzles me how to do this well."
Make an interesting statement, pause and wait for a comment. We do this all the time in informal conversations. It's a natural invitation to the other person to add their ideas. Too many questions, one after another, sound like an interrogation.
7. Avoid hypothetical questions
"If you were promoted, what would be your first action?"
Hypothetical questions invite hypothetical answers. They're worthless.
I once sat in on an interview when the interviewer combined a hypothetical question with an attempt at pop psychology -- and got more than he bargained for!
"If I were to ask you," he said, "What would you say was the most vivid memory you retain from childhood?"
The candidate paused, then said: 'Sitting naked in the bath with my sister."
The interviewer nearly fell off his chair.
"What did you learn?" I asked him afterwards.
"Heaven knows!" he said.
I'd learned the candidate was cleverer than the interviewer and had a wicked sense of humor.
8. Never ask leading (or rhetorical) questions
Leading questions assume an answer. Rhetorical questions are statements dressed up as questions.
"When did you stop abusing your spouse?" is the classic example of a leading question. Try to answer it and you agree with the assumption that you're abusive. Translated into working life, you get questions like: "When did you first discover you need help with creating budgets?"
An example of a rhetorical question is: "Of course, I'm sure you'll agree that labor relations are best handled with firmness, wouldn't you?"
9. Take your time
Complex question need to be split into natural parts and asked in a logical sequence. Lead the candidate where you want him or her to go. Don't overwhelm the person with a mass of questions asked all together.
10. Avoid questions that invite simple answers
"How much do you want this job?" ("Very much.")
"Do you have experience in financial controls?" ("Yes.")
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Related Articles:
7 Questions to Ask Yourself Before Your Next Interview
Controlling Your Body Language During an Interview
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