Peak Search Company. Hiring Solutions for a High-Tech World
6842 Los Reyes Circle, Colorado Springs, CO 80918
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E-Mail: 		(719) 593-0460
ray@peaksearch.net
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Interviewing For Employers | Hiring Tips For Employers
Interviewing for Employers
Winning the best in the 21st Century

Introduction:


Coping Questions: To determine if the candidate can maintain a mature, problem solving attitude while dealing with interpersonal conflict, rejection, hostility or time demands, ASK:
  1. Tell me about a time when you had to cope with strict deadlines or time demands. Give me an example.
  2. Give me an example of a time at work when you had to deal with unreasonable expectations of you.
  3. When have you had to cope with the anger or hostility of another person? Give me an example.
  4. Sooner or later we all deal with interpersonal conflict or personal rejection at work. Give me an example of a time when you had to cope with these demands.
  5. Tell me about a high stress situation when it was desirable for you to keep a positive attitude. What happened?

Tolerance: To determine if the candidate is able to withhold actions or speech in the absence of important information, deal with unresolved situations, frequent changes, delays or unexpected events, ASK:
  1. When have you been most proud of your ability to wait for important information before taking action in solving a problem. How did the wait affect you?
  2. People differ in their preference for jobs, which have well laid out tasks and responsibilities or ones in which work changes frequently, tell me about a time when you were successful in dealing with an unstructured work environment.
  3. What has been your experience in working with conflicting, delayed or ambiguous information? What did you do to make the most of the situation?

Decisiveness: To determine if the candidate is able to make decisions quickly and take action, ASK:
  1. Describe a situation in which you had to draw a conclusion quickly and take speedy action.
  2. Describe a time when you were under pressure to make an immediate decision. Did you take action immediately or were you more deliberate and slow?
  3. Tell me about a situation when you had to stand up for a decision you made even though it made you unpopular.
  4. Many situations at work will require fast thinking and speed in making decisions. Give me an example of a situation in which you were especially skillful in making a decision quickly.
  5. Many times it is important to be hard headed about a decision you are making, particularly when others don't like it. Give me an example of a time when you stuck by a decision even though it was under attack by others.

Spoken Communication: To determine if the candidate is able to clearly present information, influence or persuade others through oral presentation in positive or negative circumstances, listen well, ASK:
  1. What has been your experience in giving explanations or instructions to another person?
  2. What types of experiences have you had in talking with customers or clients? Tell me about a time when you had to communicate under difficult circumstances
  3. Tell me about an experience of yours that illustrates your ability to influence another person verbally. Feel free to use an example.
  4. Careful listening and effective communication go hand in hand. Tell me about a time when your ability to listen helped you communicate better.
  5. This job will required you to spend a large amount of time talking with others. When have you had to work in this kind of situation and how did it affect you?

Energizing: To determine if the candidate is able to create positive energy (motivation) in both individuals and groups, ASK:
  1. Give me an example of a time when your positive attitude caused others to be motivated or energized.
  2. Give me an example of something you did which helped build enthusiasm in others
  3. Tell be about a time you were able to use a. competition b. recognition c. reward to encourage others and create positive motivation

Policy and Procedures: To determine if the candidate is able to relate to routine operations in a manner that is consistent with existing solutions to problems; conform to established policies and procedures, ASK:
  1. We all recognize that regulations may vary in terms of meaningfulness. Select a strict and meaningful regulation you had to conform to in your last position. Tell me about the regulation and how you were able to work under it.
  2. Tell me about your experiences in logging (documenting) your work activities in a written form. Be specific.
  3. Describe a time when you had to adopt a well described work routine. How long did the situation last? Was it involved?
  4. Select a job you have had and describe the paperwork you were required to complete. What specific things did you do to insure your accuracy?
  5. Give me an example of a time when you found a systematic method for solving work problems to be a good routine to follow.

Analytical Problem Solving: To determine if the candidate is able to use a systematic approach in solving problems through analysis o f problem and evaluation of alternate solutions, ASK:
  1. Tell me about a time when you were systematic in identifying potential problems at work. Feel free to showcase your analytical skills.
  2. Describe a situation when you had to use mathematics to solve a complex problem. Take your time, remember a good example, and tell me about it.
  3. What was your greatest success in using principles of logic to solve technical problems at work?
  4. Give me an example of a time when you actively defined several solutions to a single problem. Did you use tools such as research, math, brainstorming?
  5. Enumerate the analytical tools with which you feel competent, then give me an example in your work history, which shows your ability of your analytical techniques to define problems or design solutions.

Goal Setting: To determine if the candidate is able to define realistic, specific goals and objectives- to prioritize objectives, ASK:
  1. Tell me what you do in order to ensure that you have enough time set aside for goal setting?
  2. In an aggressive working environment, it is often necessary to prioritize goals to be sure that effort is allocated appropriately. Tell me when you prioritized your goals successfully.
  3. Goal statements are often made to meet the expectations of others. Tell me about a time when you took the initiative to set goals and objectives, even though you weren't prompted or direct to do so.
  4. What have been your experiences in defining long-term goals? Tell me what specific goal was set and how successful were you at achieving it?
  5. Give me an example of a time you used a systematic process to define your objectives. What type of system did you use? What payoff did you get from using the process?

Commitment to Task: To determine if the candidate is able to start and persist with specific courses of action, ASK:
  1. Give an example of any specific time in which you found it necessary to give long hours to a job.
  2. Tell me about a time when you were able to provide your own motivation to produce even though even though you were working alone. How did you motivate yourself?
  3. Tell me about a time when you were a driving, highly motivated worker.
  4. Some individuals have a strong sense of urgency about getting short term result - others are more laid back and less driven in their approach to work. Give me an example when you were weather more laid back or more urgent.
  5. We both recognize that being successful takes more than luck. Tell me about a time when you had to work very hard to reach your goals and be specific about what you achieved.

Interaction: To determine if the candidate is able to communicate with others, ASK:
  1. Describe a time when you were able to be personally supportive and reassuring to a person who needed a friend,
  2. The word "communication" means different thing to different people at different times. Tell me what this word means to you by giving me an example of a time when you had to be warm and amible as a communicator.
  3. Being skillful in dealing with other people in the job is an important factor in being productive. Describe a time when you were successful in dealing with another because you built a trusting relationship.
  4. Tell me about a time when you made a special effort to treat another person in a way, which showed your respect for the other's feelings.

Additional Questions to ask the candidate:
  1. Time management has become a necessary factor in personal productivity. Give me an example of any time management skill you have learned and applied at work.
  2. Just about anybody can give a routine, standard answer to common problems; however, the payoff is often in the development of the unique solutions to common problems. Give me an example of one of your unique and novel problem solutions.
  3. Creative persons seem to offer fresh insights frequently. Give me an example when one of your insights was well-receive by others.
  4. Sooner or later, we all have to deal with arrogant, dogmatic people. Tell me about a time when you were able to be flexible with this type of person.
  5. We cannot do everything ourselves. Give me an example of a time when you dealt with this reality by creating a special team effort at work.
  6. Good problem solving often includes a careful review of the facts and weighing of options before making a decision. Give me an example of how you reached an organized review of the facts and weighing the options.
  7. In many problem situations, it is often tempting to jump to a conclusion to build a solution quickly. Tell me about a time when you resisted this temptation and thoroughly obtained all facts associated with the problem before coming to a decision.
  8. You have been given a project that requires you to interact with difference levels within the company. How do you do this? What levels are you most comfortable with?
  9. Give me an example of a method of working you have used. How do you feel about it?

Interviewing Questions specifically for Sales People
  1. Tell me about your sales background, just a two minute overview?
  2. What have you liked best (least) about your previous sales positions?
  3. What's important to you in your next sales position?
  4. What is your "philosophy" on Sales? What makes a person "successful" in sales?
  5. Do you believe that salespeople need to me motivated often?
  6. What was the most frustrating sales experience you had in the last year?
  7. You've probably had an occasion where you realized your initial approach wasn't working and you had to try a different method. What did you do?
  8. What can you bring to the table that will increase our sales here?
  9. Describe one of your toughest sales experiences. How did you deal with it? Why do you think it happened?

Closing question: Why should I hire you over the other candidates?

Hopefully these questions have helped you and given you even more questions you can ask. Remember, your main objective is to find out as much as you can about the individual you are meeting with. Refrain from making this an interrogation. You and the candidate are already nervous and a bit stressed. Relax and have fun. Come out from behind your desk, offer water or coffee, have some yourself. Break the ice by first talking a little about the company (maybe 5 minutes - no more), or how you came to the company, what you enjoy most about the company. Then move into the interview process with specific questions.

The Illegal Questions: NEVER ASK:
  1. What religion do you practice?
  2. How old are you?
  3. Are you married?
  4. Do you plan to have children?


Credits:
Perman Willits & Associates, Inc.



Top of Page | Interviewing For Employers | Hiring Tips For Employers

Hiring Tips for Employers
Winning the best in the 21st Century

Introduction:
In today's Candidate driven market, it is crucial that the employer is as prepared for the hiring process as is the candidate. Below we have added some important information to help you, the hiring manager, succeed in selecting the best and brightest talent for your company. Feel free to contact us with any questions or for additional information.

What Candidates are looking for in a new Company
What motivates them to choose your company if they have two offers in hand for the same amount of money?
Nine Pitfalls of Employment Interviews,by Will Helmlinger
The interviewing process can be a very unnerving situation for many hiring managers. in fact, when surveyed, over 90% of people indicate they hate to interview. It is no wonder why the interview itself yields only a 14% accuracy rate. Is your situation hopeless ... doomed to an 86% failure rate? It can be, or you can improve your odds by avoiding nine pitfalls. Consider these common mistakes:
  1. Personal attitudes, mental alertness and biases -Your personal mindset plays an integral part in the success of any interview. Every time you conduct an interview, you must be alert and attentive to the applicant. Yes, we all have our pre-dispositions. However, if you are biased against a person for any reason ... you miss out on a potential employee that could impact your company positively. Keep your mind open; it creates a world of possibilities.

  2. Decisions made too slowly/quickly - Ever been rushed into making a decision and regretted it later? How about the great applicant that got away because the decision making process took too long? There is absolutely no magic when it comes to timing your decisions. Up front, advise each candidate the process that they will go through. Clarify the length of time it will take to make a hiring decision. The applicant will let you know if that time frame works for them ... and it will save you a lot of headaches.

  3. Applicant data misinterpreted - Ever been surprised when the person who shows up for work is not the same person you interviewed? What happened? You may have misinterpreted the information they gave you, in part because of factors No. 1 and No. 2. You have to listen to each statement the applicant says. Avoid placing your interpretation on it. Record information factually and you will stop hearing what you want to hear. Make sure your pre-employment tests are yielding the results you want and unmask the real person, not just the interview person."

  4. Negative information sought too readily - Knowing that hiring mistakes have been made in the past, perhaps by you, you want to avoid the same mistake again. Yet, mistakes are repeated over and over. Why? People, too quickly, look for negatives about a candidate so that the applicant can be eliminated from consideration. No applicant is a perfect " IO they all come with blemishes. You must look for positives and weigh them against the negatives.

  5. Pressure to fill position, which affects judgment. You have a major project to complete ... The current employee is about to leave-, you are pressed to hire someone so that the current person can train the new one ... The boss is demanding you to age of take action ... You're tired of interviewing so many candidates. All these business pressures can lead to hiring mistakes. Everyone is placed in a pressure cooker situation in his or her jobs. However, would you go out on a blind date and after 15 minutes propose marriage? Yet, hiring managers often decide to hire a person and enter into Marriage this quickly. Succumbing to pressure has its costs.

  6. Don't look for patterns and a main theme. Statistically, over 80% of employment terminations are a result of behavioral and value mismatches. However, the only patterns that many hiring managers look for, if they look for them at all, are work experience patterns. All too often, managers neglect to compare the patterns that exist in the resume to the patterns that develop during the behavioral interview. Everyone has at least one main theme and clear behavioral patterns in their life. Do you use a validated assessment tool to verify your expectations against what the applicant can't articulate?

  7. Interviewer talks too much. The old 80-20 rule clearly applies here. The more the interviewer talks the less the interviewer learns. You can never learn anything while you are talking. Ask a question, then listen. You will be amazed what you will actually learn.

  8. Jumping to conclusions and failing to see candidates as having strengths and weaknesses. True story. One Vice President of a major company, while interviewing, quickly jumped to a hiring decision ... would the applicant play basketball and softball on the company's team? Once you have decided to hire the person mentally, nothing negative that the person says afterwards will matter. The result - another hiring mistake.

  9. Telegraphing correct responses expected by the way that you ask questions. Ever been asked, "Can you work overtime or travel?" (While the interviewer is asking this question, their head is nodding up and down.) The logical response, (if the applicant wants the job) will be, "Of course, I can work overtime and travel. No problem." You, the interviewer, have learned nothing. You have not discovered the true answer. The applicant has given you exactly what you want to hear. Avoid closed-ended questions.

Counter Offers:
In today's market, it is not uncommon for candidates to receive several offers at once. One of which will be a counter offer by the candidates current company. If this happens, your time, our time and the candidate’s time is not all lost. It's a situation that we need to work together to prevent. It is important to gain as much information and knowledge of the candidate’s counter offer as we possible can. I will discuss the subject of counter-offer with the candidate and reasons that they often backfire. By our mutual efforts we can still win the candidate with a counter-offer. For this purpose I need to know all of the details of your offer. To support and “sell” your offer, it is always beat to provide us a copy of the formal offer.