Hiring

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Hiring: An Overview This topic provides information of a general nature regarding hiring practices. It is not intended as legal advice regarding hiring practices and should not be viewed as a substitute for legal consultation regarding hiring processes, generally, or specific individual situations.  situations.   The importance of effective hiring  hiring   Hiring good people is one of the most significant contributions you can make to your organization. Good hiring decisions create a foundation for more effective performance by you, your team, and your company. Conversely, bad hiring decisions drag down performance and are expensive and painful to correct. Overview of the hiring process  process   Hiring involves careful thought about what the position entails, what characteristics are required to carry out its responsibilities successfully, and who would make a good candidate. o make a good hire, you need to • • • • •

define the !ob requirements recruit promising candidates interview evaluate the candidates make an offer and hire.

"ach step helps you further refine your candidate search.

Defining the Job Requirements #efore you can make a good hire, you need to know what you are hiring for. $ou also want to determine what will make for a good %fit% between an individual&s skills and personal attributes and the requirements of the !ob and the organization. 'ifferent types of !obs have different requirements. (n operations manager in a bank will need to have different attributes than a sales manager in that same organization. o define the !ob and its requirements, you need to determine the

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primary responsibilities and tasks involved in the !ob. (nswer the question, %*hat does this person have to do in this !ob+% background characteristics needed to perform the !ob education and experiencepersonal characteristics required. or example, does the individual need to have strong interpersonal skills+ #e highly intelligent+ key features of your organization&s culture team/orientation, degree of conformity, reward systemsyour managerial style authoritative, coercive, democratic- and its implications for an effective working relationship. 0ee also  also 1eading a eam2 Core Concepts.

Background characteristics  characteristics  he two ma!or background characteristics to consider are education and experience. 3n the case of education, you may wish to specify a certain type of degree, or a certain level. #e sure to ask yourself whether a specific educational background is truly necessary. Can you be somewhat flexible in this area, or can relevant experience be substituted for a certain educational background+ #ase the experience requirements on a thorough analysis of the specific tasks and responsibilities of the position. *hich would be most desirable2 industry experience functional experience large vs. small company experience+ • • •

3ndustry and functional experience are particularly important for externally/oriented positions requiring knowledge of products and competitors. 3f a good candidate does not know or has not done everything required, consider whether he or she can what needed and how long it will take. 'etermine whether the organization can afford the timelearn needed forison/the/!ob learning. ersona! characteristics  characteristics  4ersonal characteristics indicate how the candidate will approach the !ob and how he or she might relate to co/workers. "valuate these personal characteristics relative to the tasks and responsibilities you&ve listed for the !ob opening. Ana!"tica! and creative abi!ities. abi!ities . 'emonstrated by the candidate&s intellectual skills and creative powers. ( candidate&s analytical and creative abilities determines how she assesses problems and comes up with new approaches to solving them. Decision#making st"!e. st"!e. 4eople vary in this matter. 0ome are extremely structured, analytical, and fact/based5 others rely more on intuition. 0ome make decisions quickly, while others put them off or ponder them. 0ome depend on consensus, while others seek their own counsel. 3t is critical to determine whether a particular style is required for success in the !ob and, if so, what it is. •







$nterpersona! ski!!s. ski!!s. 3nterpersonal skills and behavior are intimately connected5 that is why understanding a candidate&s interpersonal skills is an important part of the hiring decision process. o determine which interpersonal skills are most appropriate for a given position, think about the set of tasks that will be performed in the position. *hich traits would translate into good performance, especially in view of the superiors, peers, and direct reports with whom the person will interact+ or example, a controller should ideally be patient and formal, demonstrating careful, cautious, detail/oriented behavior. or a sales manager, high extroversion and low formality might be desirable. %otivation.. 'emonstrated by the candidate&s personal goals, interests, and level of energy. %otivation  (sk yourself, "Does the job in question match the candidate’s personal aspirations !ould he or she do the job with enthusiasm and energy" 

Deve!oping a &ob profi!e  profi!e  6nce you understand the position&s requirements, you are ready to create a !ob profile. ( !ob profile is a description of the !ob, reporting relationships, hours, compensation, and credentials needed. 3t will allow you to explain the !ob both to potential candidates and to resources you may be using to help you identify candidates. 3n some cases, your organization may have a required format or a standard  !ob profile to use as a model. model. $our !ob profile should include the following2 7

 

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 !ob title, business business unit, organization organization  !ob responsibilities responsibilities and tasks hiring manager, reporting manager summary of the !ob tasks, responsibilities, and ob!ectives compensation, hours, location background characteristics required personal characteristics required

3n some cases, you will need to get the scope, level, and salary approved by the human resources department. 8emember, this is also an opportunity to redesign a !ob, not !ust to fill the current one you have. or example, the last person who held the position might have had a strong strategic focus, and you may decide you need a more hands/on manager. 'evelop the !ob profile accordingly.

Recruiting Attracting candidates  candidates  Getting access to qualified candidates is critical to the success of your hiring effort. $ou will want to get the word out through as many channels as possible to increase the number of applicants in your candidate pool. However, you should also select targeted, relevant channels to ensure that the proportion of qualified candidates in your pool is as high as possible. ypical channels include • • • • • • • •

recruiting agencies newspaper ads referrals from colleagues trade publications professional profession al associations networking colleges and universities the 3nternet.

0ignaling inclusivity when you communicate your policies, benefits, and mission statements can help ensure a diverse candidate pool. 3n addition, you can enhance the %pipeline% through programs like internships and partnerships with colleges, universities, and community organizations •

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establish effective college recruitment programs encourage personal referrals from current employees.

'creening r(sum(s  r(sum(s  he cover letter and r9sum9 are the candidate&s first introduction to you. hey should convey the qualities you are looking for. *hen you have a large number of r9sum9s to review, use a two/step process to make your task more manageable. 3n the first pass, pass, eliminate the r9sum9s for those candidates who do not meet the basic requirements of the !ob. 0pecific aspects of the r9sum9 to examine could include signs of achievement and results5 for example, profit orientation, stability, or career direction progressive career momentum a career goal in line with the !ob being offered willingness to work hard overall construction and appearance of the r9sum9. •

• • • •

3n the second pass, pass, consider the more subtle differences among qualified candidates. hen develop a list of the strongest candidates. candidates. *hen reviewing r9sum9s, be on the alert for red f!ags that f!ags that can indicate areas of weakness such as :

 

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lengthy description of education possibly not much !ob experienceobvious gaps in background too much personal information possibly not much !ob experiencedescriptions of !obs and positions only, with no descriptions of results or accomplishments typos and poor reproduction quality.

0ee also also  0teps.

reparing to $nterview Overview of the interview process  process    ( hiring hiring interview interview has one primary primary pu purpose2 rpose2  o o provide provide both the the interviewer interviewer and the !ob candidate candidate with an opportunity to obtain the information they need to make the best possible decision. 0ince the time spent with any particular !ob candidate is limited, a well/organized approach will help make the most of  that time, yielding more and better information. *hen you are selecting someone for an important position, you may go through all three of the following stages. $ou will probably go through at least two of them for every !ob opening. ). Te!ephone#screening interview. interview. his may be done by you, a recruiting agency, your H8 department, or someone else in your own department. 3ts purpose is to confirm that the candidate meets the qualifications stated in the ad or other recruiting material. 3t can be as short as necessary to accomplish that purpose. 3t is a good opportunity to get some initial impressions of the candidate2 'oes she call you back at the specified time+ 'oes she communicate communica te well+ 7. $nitia! in#person interview. interview. ry to narrow the field to four to seven candidates before holding an initial interview. his interview will probably last :; to <; minutes. or less demanding positions, you may find out everything you need to know about the candidate in this interview. 6therwise, you will need to see the person again. :. 'econd interview. interview. #e very selective about who has a second interview. (t this point, other interviewers with a stake in the process may participate, for example, direct reports, potential peers, or other managers. his interview often brings out more of the %real% person. 'tructured vs) unstructured interviews  interviews   3n a structured interview, interview, you ask all the candidates the same questions so you can compare answers. 0tructured interviews are used in order to be fair and ob!ective, but they may not elicit as much information from the candidates. *nstructured interviews are interviews are individual conversations that do not necessarily cover all the same questions with every candidate. $ou may learn more about the candidates, but it will be more difficult to compare their responses. Deve!op an interview guide  guide    (n interview interview guide hel helps ps you be consistent, consistent, focuse focused, d, and fair iin n your interviews. interviews. 3t also helps helps you maintain control of the interview. $ou should develop one general interview guide per !ob opening and then create individualized copies that contain each candidate&s information. 'uring the interview, you can use the customized guide as a road map and a place to take notes.  (n interview interview guide con contains tains a summary of the !ob requirements as outlined in your !ob profile the candidate&s experience and accomplishments that are relevant to the !ob requirements questions to ask to determine if the candidate has the qualities you want customized for each candidatea list of questions you may not legally ask as reviewed with your human resources department and legal counsel. • • •



Before "ou begin) ) )  )  #efore you embark upon your first interview, you will need to

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know what your organization has to offer candidates and know what the candidate is looking for so that you can promote your organization and the !ob opportunity be up to date on your organization&s reputation be familiar with the candidate&s r9sum9 practice your interviewing skills through role/playing with a colleague be aware of where the candidate is in the interviewing process. Have there been previous interviews+ 3s there data from the screening conversation or reference checks+  

+onducting the $nterview hases of the interview  interview   here are three phases to the interview. ). Opening. Opening. );> of the allotted time. $our goal in this phase is to make the candidate feel comfortable enough to open up. 7. Bod" Bod".. ?;> of the allotted time. 'uring the body of the interview, you gather the information you will need to evaluate the candidate, and you also %sell% your organization. :. +!ose +!ose.. );> of the allotted time. 'uring this phase, answer any remaining questions the candidate may have. hank him for coming, and explain the next steps in the process. The opening  opening  here are several things you can do to set the right tone at the beginning of the interview. #e on time. #e friendly. 3ntroduce yourself and tell the candidate something about yourself. "xplain the structure of the interview2 "I’m going to as you about your e#perience." "I’m interested in finding out about you as an individual." "!e’re interested in finding out whether there is a good fit between your interests and abilities and our organi$ational needs."  "I will give you information about our organi$ation." "I’ll be glad to tae your questions at the end of the interview."  •







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here are several approaches you can use at this stage to establish rapport with the candidate. •







 (cknowledg  (cknowledge some the the difficulties o orr awkwar awkwardness to being interviewed, interviewed, such such as meeting a loteof new of people or being tired at thedness end ofrelated the day. ind information on the r9sum9 that will help you build rapport. Compliment the person on some aspect of his experience.  (cknowledge  (cknowledg e that you have have somethin something g in commo common, n, such as ha having ving lived in the same city, city, having a shared acquaintance, or sharing an outside interest.  (sk about something something yo you u gather is o off interest to th the e candidate candidate as shown on the r9sum9-, r9sum9-, even if it&s not a shared interest. #e sincere in your inquiry.

The bod" of the interview  interview   'uring the body of the interview, you are assessing the candidate&s qualifications, skills, knowledge, and experience and comparing those to the !ob profile you have created. 4ursue a direct line of questions based on the r9sum9. 3dentify similarities and patterns of behavior consistent with your ideal profile. $ou may also ask for samples of work, transcripts, and references to review after the interview. 3t can sometimes be difficult to get the candidate to be specific about the accomplishments listed on her r9sum9. (sk directly for details, and probe for tangible measures of success. $f the r(sum( states: %3 successfully managed development of a new

Ask: "%ow was success measured& measured& by revenues, revenues, time'to' @

 

line of consumer kitchenware.%

maret, what (pecifically, what was your role in the development effort" 

%3 worked effectively with marketing and sales to increase annual unit sales by 7@> over the past )7 months.%

"!hat was the nature of your contribution %ow were unit sales increased& by more effective selling or by slashing prices" 

%3 initiated the redesign of key department processes.%

"!hat processes !hat do you mean by ’initiated’ !hy did you decide to do this !hy was this initiative important important"  " 

$ou are also assessing the candidate&s personal qualities, such as leadership, problem/solving ability, communication and teamwork skills, and motivation. Ase more scenario/based questions about past experiences, and ask about %what if% situations. (sk the candidate, "Tell me about a time when you. . ."  1ook for an understanding of the !ob enthusiasm realism about his or her potential position with your organization willingness to learn. •

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The c!ose  c!ose  he close is your opportunity to wrap up the interview in the following ways. hank the candidate for coming in. "xplain how and when the person will hear about follow/up interviews or decisions, depending upon your company&s policy and your interest in her.  (sk if the candidate candidate has q questions, uestions, esp especially ecially those th that at might affect affect her decision decision to participate in the next step of the process. 3f you have reached the interview&s time limit, invite the person to call you later with further questions.  (sk whether there is any anything thing that ha has s not been covered or is unclear. unclear. 4romote your organization. 8emember to target the features of your organization that would appeal to the candidate. 0hake hands and make eye contact. #e aware of cultural nuances. *alk the person to the door or to her next destination. •













0ome candidates will ask questions about salary or benefits at this stage. 3n some organizations, the human resources department addresses these questions. However, you may need to address them yourself. #e prepared. 3f you don&t have the information, tell the candidate you will get back to her when you do have it. %aintain contro! of the interview  interview   he key to maintaining control is to ask most of the questions and do most of the listening. $ou should be listening ?;> of the time. • • •

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ollow logical lines of inquiry and return to them if the candidate asks a question.  (void having having the candidate candidate ask qu questions estions until th the e end of the the interview. interview. 3f the candidate gets off track in answering a question, gently steer him or her back to your topic. 1isten. ocus on what the person is saying and withhold !udgment. 8egularly summarize what you hear to confirm what has been said, to make transitions between topics, and to limit the comments of a wordy candidate.

,ncourage the candidate to ta!k  ta!k   he more you can encourage the candidate to talk, the more accurate your picture of him or her will be. $ou can use the following techniques. "ncourage the candidate to talk by smiling, nodding, and leaving pauses before you !ump in with a comment or another question.  (sk follow/up questions th that at lead to m more ore elabo elaboration ration and specific examples examples of key information about the candidate. •





Ase the candidate&s responses in your follow/up questions.

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ry to monitor your own reactions. (void reacting negatively to what the interviewee has to sayB otherwise, he or she will not respond as candidly to future questions. now your own biases and try to control their influence. $our first impression may change as the interview progresses. 0ome people make a great impression in the first few minutes, yet become less impressive as they talk more. 6ther people are nervous or slow to warm up, and their strengths take longer to emerge. Take notes  notes  Dotes help you recall significant facts about the candidate. 'o take notes, but be unobtrusive about it. ell the candidate up front that you will be taking notes. 8emember that your notes will become part of the employment file. (void writing anything down that could be construed as inconsistent with equal opportunity employment laws. ake time between interviews to write down any additional notes or observations while they are still fresh in your mind.

Asking -uestions .hat are some different t"pes of questions/  questions/   here are several types of questions, and you can use them in different ways. Open#ended questions begin questions begin with %what,% %how,% %why,% %when,% or %where.% hey invite long answers that encourage the candidate to do most of the talking. •

"xample2 "!hen were you a member of a team )an you describe what it was lie" 

+!osed questions begin questions begin with %did,% %would,% %do,% and %are.% hese questions can be answered %yes% or %no.% hey should be used sparingly because they do not encourage the candidate to talk. "xample2 "Do you have any e#perience woring on a team"  •

'e!f#appraisa! questions require questions require the candidate to give some thought to his or her interpersonal skills and abilities. hey allow the candidate, rather than you, to interpret the facts. "xample2 "!hy do you thin you were selected to lead the tas force"  •

Accomp!ishment questions provide questions provide evidence of the candidate&s demonstrated behavioral qualities. hey help you learn why and how something was accomplished, and they reveal a candidate&s level of  involvement in the accomplishment. "xample2 "Tell me about a contribution you have made to a team effort."  •

Broad#brush questions make questions make the candidate think about a big topic, choose an answer, and organize his or her thoughts. "xample2 "Tell me about your e#perience as a project manager with the fiber optics group."  •

+omparison questions reveal questions reveal a candidate&s analytical and reasoning abilities. "xample2 "%ow would you compare woring with the fiber optics group to woring with the  polymer group"  group"  •

0eading questions direct questions direct the candidate to answer what you want. hey should be avoided. "xample2 "!ould you say you have the motivation required for this job"  •

.hat is a good question/  question/   he interview is all about asking good questions that get your candidate to talk freely about himself. ( good question has a purpose •

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is tied to your decision/making criteria opens communication is !ob/related E

 

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is not %leading% is nonthreatening.

Good questions reflect favorably on you and demonstrate your interest. he candidate will sense that you took time to develop thoughtful questions. .hat questions can $ not ask/  ask/  A.0. federal, state, and local laws and regulations are clear about what questions are illegal. 3f you are not familiar with these laws and regulations, consult your human resources specialist or legal counsel. 4rohibited questions include the following. "%ow old are you" • • • • • • • • • • • •

"*re you married" "!hat is your citi$enship" citi$enship" "!hat is your se#ual orientation" orientation" "%ow much do you weigh" "*re you disabled" "!hen did you graduate from high school" "Do you have children" "!hat country are you from" "!here were you born" "%ave you ever been arrested" "!ould your religion prevent you from woring on weeends" 

,va!uating the +andidates The decision#making matri1 matri1    ( decision/makin decision/making g matrix can be a helpful helpful tool for co comparing mparing the the candidates to one another. another. o create a decision/making matrix, list your candidates along one side of a grid and list your !ob requirements both background and personal characteristics- across the top. 'ecide on a scoring system that you will use to rank each candidate&s fit with each of the !ob requirements. hen, fill in the matrix using the evaluation notes you have made on the interview guides. +ommon assessment mistakes  mistakes  "ven though you may take a structured, methodical approach to evaluating your candidates, the evaluation process is still, in the end, sub!ective. #eing aware of common mistakes can help you remain as neutral as possible. ry to avoid •

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being overly impressed with maturity or experience, or overly dismayed by youth and immaturity mistaking a quiet, reserved, or calm demeanor for lack of motivation mistaking the person&s ability to play %the interview game,% or his or her ability to talk easily, for  intelligence or competence allowing personal biases to influence your assessment. or example, you might be tempted to  !udge someone someone harshly harshly becaus because e she reminds reminds you of som someone eone you dislike dislike looking for a friend or for a reflection of yourself in the candidate assuming that graduates of certain institutions or former employees of certain organizations are automatically better qualified giving too much weight to familiarity with the !argon of your business focusing only on one or two key strengths and overlooking the absence of other key characteristics failing to value motivation to get ahead.

+heck references  references  ?

 

8eference checks verify claims made by the candidate during the interview process and fill in information gaps. hey can also provide valuable outside perspectives on the candidate and his potential fit with the position. Check references near the end of the process when you are close to making a decision. 3f you have not already discussed this with the candidates, be sure to obtain permission to avoid affecting someone&s current employment. Ase the telephone or e/mail to check references. 'on&t check references via letter5 you probably won&t get much information. ake a little time to build rapport with the reference. #riefly describe the !ob that the candidate is applying for. •



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 (sk about the the candidate&s candidate&s style, char character, acter, strengths, and and weaknesses. weaknesses.  (sk tough questions questions and follow up w with ith detailed pr probes. obes. $nstead of asking:

"Did +ac do a good job managing his department" 



Ask: "!hat was +ac best at"  "!hat did his subordinates lie best about him"  "!hat did they lie least"  "*re there any jobs that would be inappropriate for +ac"  "!hat ind of organi$ational environment would suit +ac best" 

#eware of the legal ramifications of asking and answering inappropriate questions.  

%aking the Decision and Offer  89sum9s, interviews, and reference checks all inform the decision/making process. (t some point, you must ask yourself, "Do we have sufficient information to mae a decision"   decision"   3f the answer is %yes,% make the hiring decision. 8ank your top three candidates, make the offer to the top/ranked candidate, and be prepared to be re!ected by your first choice. $ou may have to make more than one !ob offer. 3f the answer is %no, we have insufficient information,% then ask yourself these questions. • • • •

"!hat additional information do we need to mae a decision" "!hat uncertainties can we reasonably e#pect to reduce" "Do the candidate’s strengths outweigh his or her weanesses" "!hat can be taught on the job or developed with formal training" 

Handle the remaining uncertainties to the extent that time and cost constraints permit. $ou may call some candidates back for another interview, or you may get additional team members involved in the process. hen move to a decision. %aking the &ob offer   #e sure you understand your organization&s policy on who makes the !ob offer. 3n some organizations, the immediate supervisor or manager makes the offer. 3n others, the human resources department makes the offer. Fob offers are usually made in person or by telephone. (fter extending a verbal offer, you should also send a written confirmation. ake the offer with enthusiasm. ake the offer personal. 8efer to something positive that you recall about the interview. Continue to gather information from the candidate regarding his or her concerns, timing of the decision, and other organizations he or she may be considering. •







 

The offer !etter    (n offer letter letter is an official official document, document, so be sur sure e to seek advi advice ce from the appropr appropriate iate channels channels before sending one. 3t is important to avoid implying that the offer is an employment contract. 3nclude important facts in the letter, such as starting date  !ob title expected responsibilities responsibilities compensation benefits summary time limit for accepting the offer. •



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'teps for Recruiting +andidates ). 'efine the 'efine the !ob requirements.  ( clear clear definition definition of the !ob requirem requirements ents will help y you ou determi determine ne what will will make for a good good fit between between an individual&s skills and personal attributes and the needs of the !ob and the organization. o define the !ob requirements, you need to determine the •

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primary responsibilities and tasks involved in the !ob. (nswer the question, "!hat does this  person have have to do in this jjob"  ob"  background characteristics needed to perform the !ob education and experiencepersonal characteristics required analytical and creative abilities, decision/making style, interpersonal interper sonal skills, motivationkey features of your organization&s culture team/orientation, degree of conformity, reward systemsyour managerial style authoritative, coercive, democratic- and its implications for an effective working relationship.

7. 'evelop a 'evelop a !ob profile.  ( !ob !ob profile will will allow you to ex explain plain the !o !ob b both to p potential otential can candidates didates and to resources resources you may be be using to help you identify candidates. eep in mind that this is an opportunity to redesign a !ob, not simply to fill the current position you have. $our !ob profile should include the following2 • • • • • •

:.

 !ob title, business business unit, organization organization  !ob responsibilities responsibilities and tasks summary of the !ob tasks, responsibilities, and ob!ectives compensation, hours, location background characteristics required personal characteristics required

word  out. Get the word

);

 

$ou will want to get the word out through as many relevant channels as possible to maximize the number of qualified applicants in your candidate pool. ypical channels include • • • • • •

recruiting agencies newspaper ads referrals from colleagues trade publications professional associations networking

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colleges and universities the 3nternet.

 (lso, make sure sure that your communica communications tions abou aboutt the !ob re reflect flect your company&s company&s interest interest in diversity. diversity. =. 0creen r9sum9s. 0creen r9sum9s. *hen you have a large number of r9sum9s to review, use a two/step process to make your task more manageable. 3n the first pass, pass, eliminate the r9sum9s for those candidates who do not meet the basic requirements of the !ob. 0pecific aspects of the r9sum9 to examine could include • • • • •

signs of achievement and results, for example, profit orientation, stability, or career direction progressive career momentum a career goal in line with !ob being offered willingness to work hard overall construction and appearance of the r9sum9.

3n the second pass, pass, consider the more subtle differences among qualified candidates. hen develop a list of the strongest candidates. candidates. #e on the alert for red f!ags that f!ags that can signal weakness in a r9sum9.

'teps for +onducting the $nterview ). 4ut the candidate at ease  ease  in the opening. Ase the opening to make the candidate feel comfortable and to set expectations about the structure and format of the interview. (llow only );> of the total interview time for this. • • •

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eet the candidate at the door of your office or in the reception area. 0mile, make eye contact, shake hands, and say hello. #e aware of cultural nuances. 3n the interview space, show the candidate to a seat. 3f possible, avoid sitting behind your desk. ( more informal seating arrangement, such as around a table, will relax the candidate. 3ntroduce yourself and tell the candidate something about yourself. ake sure the candidate is physically comfortable. "xplain how the interview will be structured and how long it will last.

7. Gath Gather er info inform rmat atio ion n by asking questions questions  during the body of the interview. ))

 

'uring the body of the interview, you are assessing the candidate&s qualifications and personal characteristics, and comparing those to the !ob profile you have created. 4ursue a direct line of questions and encourage the candidate to be as specific as possible. Gather information about a candidate&s actua! work e1perience. e1perience. • • • • •

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"%ow has your wor e#perience prepared you for this job" "Describe for me one or two of your greatest accomplishments and biggest disappointments." "!hat has been the most significant challenge you have managed %ow did you manage it" "!hat is the most creative achievement you have e#perienced at wor" "!hen have you participated on a team that successfully met a goal !hat was your contribution" "!hat can you say about yourself that has contributed to your success" ")an you tell me about a new initiative or procedure you have wored on that had a positive impact" "!hat situation or person would you say has influenced your career the most" "ive me two e#amples of good decisions and two e#amples of poor decisions you have made in your wor life." "Describe a time when your job performance fell short of e#pectations." 

 (ssess a candidate2s ski!!s. ski!!s. "!hat is your greatest strength that would benefit our organi$ation" "%ow have you positively influenced others to get a job done" "Describe a decision that you made when you did not have all the pertinent information." •

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"Tell me about a time you made a decision quicly." "%ow have you supported a new policy or procedure with which you have disagreed" "In what ways do you motivate your direct reports -our peers" "Describe a situation when you had to see out information, analy$e it, and mae a decision." "Describe a recent decision that you made that had high riss associated with it. %ow did you mae this decision" 

 (ssess a candidate2s st"!e. st"!e. "%ow have you preferred to be supervised in your previous jobs" "!hat role have your past supervisors played in supporting you in your job -our career" "!hat type of organi$ation do you prefer to wor for" "Do you prefer woring in groups or alone" "Describe a wor group e#perience that you found rewarding." "!hat qualities do you value in your supervisor" "In what types of environments do you feel most effective" "%ow much direction and feedbac do you need to be successful" "!hat is most e#citing to you about change !hat is most frustrating about it" "%ow have you dealt with organi$ational changes"  • •

















Get a sense of a candidate&s career aspirations. aspirations. "!hy are you leaving your present job" "%ow does this job fit into your overall career plans" "!here do you see yourself five years from now" "%ow have your career aspirations changed over the years !hy" "!hat aspects of your education or training will be useful for this job"  •

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1earn about a candidate&s most recent &ob. &ob. "%ow did you get your present job" "!hat are your areas of responsibility" • •

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"!hat do you find most satisfying about the job !hy" "!hat do you find most frustrating about the job !hy" "%ow do you deal with these frustrations" )7

 

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"!hat have you learned most from the job %ow has that contributed to your growth" "If we were to as your present employer about your abilities, what would she or he say" "%ow would your direct reports describe you -our peers" "!hat would your current or most recent manager say your greatest contribution has been" 

-uestions "ou ma" not !ega!!" ask inc!ude the fo!!owing 2 "%ow old are you" "*re you married" "!hat is your citi$enship" citi$enship" •

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"!hat is your se#ual orientation" orientation" "%ow much do you weigh" "*re you disabled" "!hen did you graduate from high school" "Do you have children" "!hat country are you from" "!here were you born" "%ave you ever been arrested" "!ould your religion prevent you from woring on weeends" 

:. *rap up up the  the interview in the close. 'uring the close, you wrap up the interview and explain the next steps in the process. Ase only );> of  the allocated time for this. • •



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hank the candidate for coming in. "xplain how and when she will hear about follow/up interviews, depending upon your company&s policy and your interest in the candidate.  (sk if the candidate candidate has q questions, uestions, esp especially ecially those th that at might affect affect her decision decision to participate in the next step of the process. 3f you have reached the time limit of the interview, invite the person to call you later with further questions.  (sk whether anything cov covered ered was u unclear nclear.. 4romote the organization if the candidate asks you questions about the company. 8emember to target the features of your organization that would appeal to the individual. 0hake hands and make eye contact. *alk the person to the door or to her next destination.

=. 8ecord your your observations observations a and nd impre impressions ssions of th the e candidate candidate while while they are still fresh in in your mind.

'teps for %aking the Hire ). "valuate the candidates.  candidates.  • • •



Ase the interview guide to record your thoughts on each candidate. 0core each individual on the decision/making matrix. 8eflect on the top scoring candidates. (re you comfortable with the prioritization the scores indicate+ Dote any remaining concerns or questions you have, and explore them when you check referen references. ces. #e sure to remain as ob!ective as you can in your assessments.

):

 

7. Check references.  references.  Ase the telephone or e/mail to check references. 'on&t check references via letter5 you probably won&t get much information. • • • • •

ake a little time to build rapport with the reference. #riefly describe the !ob that the candidate is applying for.  (sk about the the candidate&s candidate&s style, char character, acter, strengths, and and weaknesses. weaknesses.  (sk tough questions questions and follow up w with ith detailed pr probes. obes. #eware of the legal ramifications of asking and answering inappropriate questions.

:. "xtend an offer . #e sure you understand your organization&s policy on who makes the !ob offer. 3n some organizations, the immediate supervisor or manager makes the offer. 3n others, the human resources department makes the offer. Fob offers are usually made in person or by telephone. •

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ake the offer with enthusiasm. ake the offer personal. 8efer to something positive that you recall about the interview. Continue to gather information from the candidate regarding his or her concerns, timing of the decision, and other organizations he or she may be considering.

ollow up on the verbal offer by sending an offer letter. he letter should summarize all of the important facts about the offer. #e sure to craft the offer letter carefully, and seek expert advice if necessary. he letter is an official document. #e prepared to make the offer to the next ranked candidate if your first choice declines.

Tips for 3inding the Right erson Consider current employees. Hire from outside your organization to bring in new outlooks, skills, and experiences. now what kind of person you&re looking for to locate a good fit. 8emember that a person&s past !ob performance is the surest guide to future performance. 8emember that a good !ob fit I the right education J the right experience J a compatible personality. #eware of the %!ust like me% trap. ocus on the ob!ective requirements of the !ob and the candidate&s qualifications.

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Tips for 'creening R(sum(s 0pend the least amount of your time on eliminating the least likely candidates and the greatest amount of your time carefully considering the most likely candidates. 0eparate fluff from substance. Get right to the core of the candidate&s accomplishments.  (void comparing comparing candidates candidates to each other other.. 3nstead, compare each each candidate to the high performer candidate profile and look for a match.

Tips for +onducting the $nterview Control the situation. 3t&s your show. 'on&t buy first impressions. $ou may miss the real person. Help interviewees feel at ease at the beginning of the interview. hey&ll open up and talk more freely. ollow the ?;K7; rule. Get the candidate to do ?;> of the talking. he person asking questions and listening is the person who&s in control of the interview.  (sk questions questions purposefully. purposefully. ake notes. 4ut candidates at ease by telling them you will be taking notes before you begin writing. 'on&t make assumptions. 1ook for repeat patterns of behavior to draw conclusions about the candidate.

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