| "We know we have a problem bringing in the right | | | | interacting in a team environment, you want to |
| people," Bill told me, "I have two staff members who | | | | interview to get a sense of how he or she works with |
| spend three-quarters of their time searching resume | | | | a team. |
| data-bases and culling through resumes that have | | | | 3. To get a sense of "fit." How well will the candidate |
| been sent in. It's a lot of work, and frankly I don't think | | | | work in your environment? |
| it's very beneficial. Hiring the right person seems to be | | | | 4. To get to know the candidate's background. |
| kind of hit or miss. We've brought in some great folks | | | | Presumably you've read the candidate's resume (more |
| who haven't lasted and some fairly mediocre | | | | than once) and maybe even called references. The |
| candidates have turned into great employees. It seems | | | | interview is a good place for more in-depth questions |
| to me the only way to handle this problem is to push | | | | or follow-ups on issues raised by the resume or phone |
| as many people through the pipeline as we can." | | | | interview. |
| "Doesn't that take up a lot of corporate resources?" I | | | | These are all good reasons to conduct an interview. I'd |
| ask. | | | | like to suggest a 5th reason: To understand the |
| "Of course," an exasperated Bill replies. "And I wish | | | | following: Will this person bring all of their best problem |
| there were a better way. But nothing we've tried | | | | solving skills to the job every day? Does this person |
| seems to make much difference." | | | | have the "passion potential" (a term coined by Peg |
| "What kinds of things have you tried?" I inquire (pretty | | | | Stookey, Founder of Legacy Connection) to become |
| sure I knew the answer). | | | | zealous about your product? Is the person capable of |
| "Well," Bill says warming to the subject, "We've tried | | | | solving problems in a manner that suits the position? |
| sourcing candidates from different areas like job | | | | Asking the right questions takes time. You simply |
| search sites, job fairs, and posting positions. We've | | | | cannot review a resume 30 seconds before the |
| worked with and without recruiters. We've switched | | | | candidate appears and expect to do an adequate job |
| over to behavioral interviewing and we've taught all our | | | | with the interview. Fortunately, more and more |
| managers what to look for in behavioral interviewing. | | | | managers are using interview guides to be sure the |
| We've expanded the number of people a candidate | | | | questions are well thought out and there are enough |
| has to meet and we all meet after the interviews to | | | | consistent questions to allow candidate to candidate |
| discuss each candidate. And yet even when we all | | | | comparisons. |
| agree, we don't seem to have a better success rate | | | | How do you ask the right questions? |
| than we did before we went to such elaborate | | | | You have to be clear about what you want to know. |
| measures." | | | | Before you ask a question, you should be clear about |
| Bill's frustration is obvious as he describes his challenge. | | | | what you are trying to learn. Is this question/answer |
| And Bill is by no means alone in his dissatisfaction with | | | | combination moving you toward the ability to make a |
| the hiring done at his company. All too often, managers | | | | decision about whether this is the right candidate? If |
| find the perfect resume, love the candidate during the | | | | you need to know if a candidate can think on her feet, |
| interview process, invest time and resources | | | | you need to ask questions that will startle the individual |
| on-boarding the new hire, only to lose the person after | | | | enough to make her think in a new way. If this is a |
| a short period. | | | | position in which a person will need to make decisions |
| What's wrong with my interview questions? | | | | based on incomplete data, you need to provide your |
| For the purposes of this article, let's assume you've | | | | candidate a situation in which to make a decision |
| narrowed the candidate list down to the right people | | | | without all the information he might like to have. |
| for the open position. How can you make the best use | | | | Finally, set aside enough time in your schedule for the |
| of the interview process? | | | | meeting and writing up your notes from the interview. |
| First, let me ask a question: Why are you interviewing | | | | Candidates will sense if you haven't prepared or if |
| a candidate? | | | | your time together feels rushed. And you will be doing |
| Most people interview candidates for a variety of | | | | a disservice to your company by not giving your time |
| reasons: | | | | and attention to the process. |
| 1. To be sure the candidate can work well with | | | | Bringing people into your organization is one of the |
| customers and potential customers. If the job requires | | | | most important and costly decisions you make. |
| interacting with the public or with customers on a | | | | Planning and focus will help make the process more |
| regular basis, you want to be sure the person can | | | | effective and increase the probability of choosing the |
| interact well with the type of customers you sell to. | | | | right candidate for your company. |
| 2. To get a sense of teamwork. If the position requires | | | | |