| After so many years as a recruiter, I find that most | | | | the current problems that they are facing and posit |
| employers use "The Big 5" set of questions to assess | | | | these questions to future employees. Not only are |
| future employees during the interview process. We all | | | | these relevant to the future working environment, but |
| have heard of them: "Tell me about yourself", "Why did | | | | the employer gains potential good ideas for their |
| you leave your last employer", "Why should we hire | | | | company and possible solutions to problems that the |
| you." etc. In addition to these questions, there is a | | | | employer hasn't considered. In this vein, the employer |
| chronological review of the candidate's employment | | | | gains value and problem solving solutions during the |
| history. Although these questions scratch the surface | | | | interview process, instead of viewing it as a laborious |
| and eliminate the marginal candidates, they don't dig | | | | chore. |
| into the meat and potatoes of the process. | | | | Even if your department or company is well run and |
| I have found that the best employers ask technical | | | | highly organized the benefits of asking candidates |
| questions that create a positive outcome and serve a | | | | about some of the best ideas they have seen at other |
| need for the employer. Situational questions that have | | | | companies can uncover untold riches. Try this strategy |
| direct relevance to the employer's current problems | | | | and you will find the interviewing process will become |
| yield the best results. I recommend that before an | | | | much more enjoyable. |
| employer starts interviewing he/she prepare a list of | | | | |