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