How to Avoid Hiring Fruits, Nuts, and Flakes!
Ensure Hiring Success in Every Situation
by Gregory P. Smith
The interview process should determine if there is a match between the
individual and the job. Furthermore, a good process allows you to understand the
applicant's behavior, values, motivations, and qualifications. Time and time
again we have seen people hired for sales jobs that don’t like calling people,
customer service people whom can’t look into your eyes and say, “Hello.” Then
there are good employees promoted into management positions lacking the
competencies to lead and manage others. Here are several reasons why
interviewing techniques fail:
Lack of preparation - The first impression lasts a long time. Prior to the
interview make sure you understand the key elements of the job. Develop a simple
outline that covers general job duties. Possibly work with the incumbent to get
a better idea of what the job is about. Screen the resumes and application to
gain information for the interview. Standardize and prepare the questions you
will ask each applicant.
Lack of purpose - Not only are you trying to determine the best applicant,
but you also have to convince the applicant that this is the best place for them
to work. Today’s workers have many more choices and job opportunities to choose
from.
Lack of clearly defined job competencies - Each job can have anywhere from
6-14 job competencies. Identify the behaviors, knowledge, motivations and
qualities incumbents need to have to be successful in the job. If the job
requires special education or a license, be sure to include it on your list
also. There are several assessments and profiles available to help insure you
have a good match between the applicant and the job.
Lack of structure - The best interview follows a structured process. This
doesn’t mean that the entire process is inflexible without spontaneity. What it
means that each applicant is asked the same questions and is scored with a
consistent rating process. A structured approach helps avoid bias and gives all
applicants a fair chance. The best ways to accomplish this is by using
behavioral based questions, role-plays and situational questions. Here are some
examples:
Behavior Based Questions
Behavioral based questions are used to evaluate the applicant’s past
behavior, experience and initiative such as:
- Give me an example when you . . .
- Describe an incident where you went over and beyond the call of duty . . .
- Tell me about the time you reached out for additional responsibility . . .
- Tell me about the largest project you worked on . . .
- Tell me about the last time you broke the rules . . .
Situational Based Questions
Situational based questions evaluate the applicant’s judgment ability and
knowledge. The interviewer first gives the applicant a hypothetical situation
such as:
“You are a manager and one of your employees has just told you that he thinks
another worker is stealing merchandise from the store.”
- What should you do?
- What additional information should you obtain?
- How many options do you have?
- When or if should you call the police?
Role Plays
Sample role-plays are effective ways to learn and practice new skills. They
can also be used during the interview process to determine the skills and
personal charisma of people during stress. For example, if you are interviewing
a customer service representative you can use a role-play to see how this person
can manage an irate customer. When using role-plays consider the following
guidelines.
- It is a good idea to write the situation down on paper. Give the person
time or a short break to “get into character” prior to beginning the role-play.
- Give the candidate clear guidelines and background information so they
thoroughly understand the situation.
- Allow them to ask questions before you begin.
- Debrief the applicant at the conclusion of the role-play. Ask them to tell
you how they thought they did and how they could have done it differently.
Conclude the role-play in a positive way.
The traditional interview is never 100% reliable. Yes, a structured approach
will improve your chances, but it is important to go one step further.
Pre-employment profiles are an important aspect of the hiring process for a
growing number of employers. By using various assessments and profiles
organizations have been able to help clients reduce turnover and improve the
quality of the workforce. Behavioral assessments have proven to be an effective
tool for improving the management of an organization and allow targeted
selection. They provide an accurate analysis of employee's behaviors and
attitudes otherwise left to subjective judgment.
Gregory P. Smith shows businesses how to build productive
and profitable work environments that attract, keep and motivate their
workforce. He is a popular speaker and author of the book, Here Today Here
Tomorrow: Transforming Your Workforce from High-Turnover to High-Retention. He
speaks at conferences, conducts management training and is the President of a
management consulting firm called Chart Your Course International located in
Conyers, Georgia. Phone him at 770-860-9464. More articles available:
http://www.chartcourse.com
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