Interview Guide
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| When
possible, have interviews one-on-one rather than in groups. |
To measure
chemistry and accuracy, multiple inputs are most useful. The
way an applicant treats a lower level individual versus a
more senior individual may be a simple indication of ego,
politics, or social skills. Some interviewees have problems
with women executives, technical types, financial types...etc.,
which can show up easily when comparing notes after multiple
interviews.
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| Prepare
Ahead of Time |
The interview
is one of many steps in the assessment and recruitment process.
A client will usually have a resume, a candidate write-up,
and sometimes even some preliminary references in hand before
an interview. Look at all these and begin thinking of areas
of interest, areas of concern, or areas of confusion to discuss.
Outline 4-5 "starter questions" to kick off different discussions.
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| Be
indirect first, then direct later in the interview. |
Some interviewers
like to put candidates on the spot with a "rifle-shot" question
or two at the beginning. We recommend a little bit of "getting
to know each other" dialogue first, in safe areas of the resume
or business areas you might have in common. Then, when you
begin asking specific questions about such things as sales
growth, cost reductions, personnel reductions, etc., you already
have some sense of scale and scope. For example, a 10% reduction
in cost is more significant on a $10 million budget than a
$50,000 budget.
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| Let
the candidate talk first and most. |
Every
book counseling job applicants gives tips on learning what
the client is seeking and making one's background fit. Every
book also gives "Dale Carnegie" tips to get the interviewer
talking because that makes them feel good. Before laying out
your philosophy on sales, or manufacturing, or the industry,
invite the candidate to share his/her opinion first. That
way you will see their perspective before they attempt to
tailor it for you. If the interviewer does more than 50% of
the talking, that interviewer may feel like it was a good
meeting, but will have a difficult time defining the candidate's
strengths, weaknesses and overall fit.
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| Be
specific, not macro. |
Questions
such as, "How do you manage sales people?" are appropriate,
but can generate global answers. Try taking a specific event,
such as a new product introduction, territory realignment,
or budget cut and saying, "Tell me the first three things
you did that month to start that project." Generically, someone
may say they are great at motivating a sales team, but specifically
asking someone to "Talk about the last two sales people who
turned from low producers to high--how did you do it?" will
give more insight into their actual experience and style.
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| Listen
for critical indicators in the most important areas, don't ask
directly. |
When an
interviewer says, "We need a good people manager." even Attila
the Hun would describe how well his troops responded to him.
Asking more peripheral questions about tangibles such as staff
turnover, a typical work day or work week, or "Describe the
last major crisis and what you did" will give hints about
a person's style. Asking about Sales growth in three or four
assignments or in multiple years is less conspicuous and less
threatening than "What was your sales growth last year?"
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| Feelings
are okay for an interviewer. |
It is
okay to say, "Those layoffs must have been tough. I am not
sure I could have done that at Christmas time." Or, "Wow,
getting that national media attention must have been exciting!"
These comments invite authentic responses in return, or sometimes
a hollow response that tells the interviewer even more.
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| Don't
be afraid to shut up. |
Some interviewees
have developed "pat answers" from long experience in interviews.
They finish a story with a flourish and expect a certain response.
Sometimes just sitting quietly creates a deafening silence
that they have to step back into, offering more detail unexpectedly.
This can sometimes allow a change in the conversation and
a new perspective.
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| Ask
how other individuals might rate the candidate, rather than
asking the candidate to rate themselves. |
In the
course of an interview, other bosses, peers, or staff people
are typically mentioned. Rather than say, "How do you manage
sales growth?" ask, "How would your Western Region manager
describe your approach to boosting sales?" Rather than, "Describe
your management style.", ask "How would your top sales rep
describe you as a manager?" followed closely by, "How about
your lowest sales rep?"
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| Ask
hard questions respectfully, even gently, but ASK! |
"Were
you fired from your last job?" is not going to evoke an open
dialogue. "Describe your reasons for leaving XYZ when you
did," gives them the opening to tell the circumstances. Later,
references will give additional perspective.
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| Try
to record your impressions immediately. |
It is
important to note different feelings from different times
in the interview. Immediately (or as soon as possible) write
down the topics or areas that seemed positive or exciting
as well, as specific concerns or negative reactions. This
ensures accurate data collection, since talking with other
interviewers will influence impressions. Then the group can
discuss areas of agreement or disagreement and highlight contradictions
or areas that require probing in follow-up interviews or reference
checking.
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