Monday, July 23, 2007

Interviewing the Right Way

So, you spent weeks screening through dozens of resumes, interviewing abundant applicants, and finally presented an offer to the candidate you thought was a good match with your company.  Now, two months later, it dawns upon you this person is not working out.  

People are, obviously, essential to any firm, regardless of size, scope, function, or business field.  In fact, they are one of the decisive elements; adding to organizational value in both tangible and intangible forms.  Staff add worth through their skills, they generate business or revenue; create or improve the working environment; and, mesh their own image with that of the corporation.  As such, getting the right people and, indeed, retaining them is very important for the growth of any company - hiring the right candidate from the start saves your company time, money, and headache.

Here are few dos and don'€™ts for ensuring you '€˜hire right:'


Do focus on the right stuff.  Isolate the specific skills required for success in the post.  Structure interview questions to uncover if the candidate has what it takes;

Do delve into the past.  Secure precise examples of how a candidate has handled different situations at work;

Do appreciate that three heads are better than one.  Ask colleagues to interview a candidate and contribute their findings with you;

Do put the candidate at ease.  You'll get better answers and make a good impression;

Do seek a balanced view.  No applicant is as perfect as you hope he or she is.  Seek an honest discussion of strengths and weaknesses;


Don'€™t be a part-time psychologist.  Focus on detailed examples of specific behaviours, not personality assessment;

Don't ignore the individual’s interest in the job.  Poor enthusiasm for the job is a leading cause of turnover;

Don't rush.  Managers who fill an opening too speedily almost always regret it;

Don'€™t take insufficient notes.  Relying on memory gives the first and last candidates an unmerited advantage; and

Don'™t place too much stress on a single skill.  Avoid the 'halo effect'€™ - when one exceptional accomplishment overshadows something less attractive.


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