You need to gather information from the candidate about their past roles and use some basic interview principals to identify the person who has the attributes, attitude and behavior style you want for your company.
These principals are: 1.
Use past behavior to predict future behavior.
There is a strong correlation between past performance scenario's and the one being predicted.
Behavior in one situation, usually predicts behavior in a similar future situation..
..
..
even though the candidate may offer justification for that "one time" behavior.
2.
Interview for the critical job requirements.
Get together a complete list of your requirements for the position, including the behavior style of the person you seek.
Ask others in your business for their input as well, quite often they can provide an insight that you may miss.
Look at the aspects of the job that are most critical to getting the job done.
3.
Organize your interview into a system.
•Read the resume and select areas you wish to focus on.
•Give an outline of the process the interview will take.
•Provide an overview of the job and your company •Prepare the behavior questions you wish to ask •Let the candidate ask questions •Close the interview 4.
Apply effective interviewing techniques and skills.
An interview is only of value when the questions are relevant.
Follow your system and take plenty of notes (it shows interest in the candidate and will maintain their self esteem) and remember, you're running the interview, so you control the pace.
5.
Exchange information with others involved in interviewing.
It's important for you to get the opinion of others when making your decision.
If you are looking to fill a position that has many time deadlines, you don't want to hire a person that becomes stressed and loses direction when they have to meet those deadlines..
..
..
even if they have all the skills you are looking for.
In the same way, you don't want to be hiring people because you "like" them at the interview.
There are many managers and business owners who have lived to regret the decision of hiring someone because they had the same social interests.
Remember, you are hiring for the business, to get a job done and for the new person to be a strong contributor to your team..
...
A Behavior question to understand their pressure threshold, might sound like this: "Tell me about a time when you were under pressure to meet a deadline.
What happened? Why did you do it? You see, you're gathering information on their history that identifies whether they are a self starter and can use their imagination to get things going, that you can leave them to keep business moving.
You can use similar questions to identify their motivation, leadership skills, decision making capabilities and more..
...
you can identify their "attitudes" and likely behavior.
There are some good behavior tools like DISC that will help confirm you own opinions and validate your decision.
There is a whole world of great people out there, you just need to know how to choose the good ones for your business.
These principals are: 1.
Use past behavior to predict future behavior.
There is a strong correlation between past performance scenario's and the one being predicted.
Behavior in one situation, usually predicts behavior in a similar future situation..
..
..
even though the candidate may offer justification for that "one time" behavior.
2.
Interview for the critical job requirements.
Get together a complete list of your requirements for the position, including the behavior style of the person you seek.
Ask others in your business for their input as well, quite often they can provide an insight that you may miss.
Look at the aspects of the job that are most critical to getting the job done.
3.
Organize your interview into a system.
•Read the resume and select areas you wish to focus on.
•Give an outline of the process the interview will take.
•Provide an overview of the job and your company •Prepare the behavior questions you wish to ask •Let the candidate ask questions •Close the interview 4.
Apply effective interviewing techniques and skills.
An interview is only of value when the questions are relevant.
Follow your system and take plenty of notes (it shows interest in the candidate and will maintain their self esteem) and remember, you're running the interview, so you control the pace.
5.
Exchange information with others involved in interviewing.
It's important for you to get the opinion of others when making your decision.
If you are looking to fill a position that has many time deadlines, you don't want to hire a person that becomes stressed and loses direction when they have to meet those deadlines..
..
..
even if they have all the skills you are looking for.
In the same way, you don't want to be hiring people because you "like" them at the interview.
There are many managers and business owners who have lived to regret the decision of hiring someone because they had the same social interests.
Remember, you are hiring for the business, to get a job done and for the new person to be a strong contributor to your team..
...
A Behavior question to understand their pressure threshold, might sound like this: "Tell me about a time when you were under pressure to meet a deadline.
What happened? Why did you do it? You see, you're gathering information on their history that identifies whether they are a self starter and can use their imagination to get things going, that you can leave them to keep business moving.
You can use similar questions to identify their motivation, leadership skills, decision making capabilities and more..
...
you can identify their "attitudes" and likely behavior.
There are some good behavior tools like DISC that will help confirm you own opinions and validate your decision.
There is a whole world of great people out there, you just need to know how to choose the good ones for your business.
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