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