Tags |
|
|
Actual for You - The Employment Interview - How Hard Can It Be
There is a vast array of choices in the custom ordered office chair arena. You can choose from colors, upholstery options, frame types and adjustability features on your custom chair. There are many different options and quite a few things to consider when choosing the perfect chair for you. Most task chairs come standard in black, navy, burgundy, gray and dark green. Other color choices are available but are usually only available in a custom model. Custom chair models can be manufactured in leather, vinyl, and a huge variety of fabrics from 100 percent cotton to synthetic fibers. Fabric choices usually have the largest selection if you are looking for that exact color match or the perfect pattern to compliment your decor. Chairs are now being made in modern, contemporary and wild and funky styles. Mesh style seating covers are the most widely searched and the most commonly seen in design elements such as advertisements, tv shows and high end corporate buildings. Even popular cable shows like Comedy Centrals, The Daily Show, has the guests sitting in a mesh executive office chair with rolling casters. Leather upholstery can also come in a variety of colors, styles and grades from top grain to standard cowhide leather and price should be reflective of quality. Leather can be harder to care for but gives the true executiv
“Tell me about how you spend your free time.”
“What sorts of things interest you outside of work?”
“What takes up most of your free time?”
“What kind of things do you like to do best?”
“What activities outside of work give you the most satisfaction?”
“How did you get interested in…..?”
“Do you participate in any type of sports?”
“Did you play organized sports in school?” Intramural?”
Personal References Don’t rule out references that are personal friends or family. Although a candidate is highly unlikely to put someone down as a reference that won’t say glowing things about them, sometimes they are not all plants. This is particularly true for young workers who have only one or two work references. Personal references become necessary in these cases. However, try to uncover some names of other people and former work associates that are not on the reference list. Call them and ask about the candidate. These people are likely to give a reference that is less biased.
“Tell me about some of your co-workers and how they performed their job.” “What about other supervisors at your last job. Who were they? How did you interact with them?” “Who is the one person you didn’t get along well with at your former job?” “Which family member do you have the most difficulty understanding?” “What kind of reference would they give you?” “Do you mind if we call them?”
Let’s face it. Conducting an interview and hiring the right person is no easy task. Getting the wrong person on board can be a very expensive and damaging proposition. This isn’t something to take lightly or just leave up to the Human Resource department. Obviously, if you have an HR department, they will pay a very important specific role. But, the final hiring decision is generally left up to the manager of the department where the new employee will work. Train your managers on how to conduct an effective interview and what is involved in the selection process. Remember, in spi
Entrepreneurship has been defined by many psychologists and researchers in different terms having more or less the same meaning. Richard Cantillon, an Irishman, first defined the term entrepreneur and its unique risk bearing character, for the first time in the 18th century. But it is Alan Jacobowitz, a professor of psychology, who developed a series of indicators to identify entrepreneurs.The Jacobwitz theory calls these indicators different stages of the entrepreneur:1. Early childhood exposure 2. Trouble in school 3. Problems with work 4. Desire to risk 5. Business independenceThese are characteristics which are often missed or overlooked by parents before they could flourish.The answer to whether there is an entrepreneur hiding within you depends on whether you are born with these characteristics. Researchers hold that entrepreneurs are born and not made. The United States Minority Business Development Agency has identified the character traits of men and women who have a streak of entrepreneurship in them:1. Driven by passion and the desire to get wealthy and the associated social recognitions. Cherishing accomplishments.2. Strong qualities of leadership: An entrepreneur takes it upon him/herself the work needed to get the job done. Prepared to work endlessly so that the problem is solved.
Interviewing a new job candidate sounds easy. After all, you are in control. You have something to offer. You can select anyone you choose to select. Right? That sounds good but in reality interviewing a person to fill a job opening is one of the more difficult tasks you may face as a manager. It does require specific skills to do it right and increase your chance of hiring the ideal person for the job; the person that will stay and fit in with the culture of your company. That being said, I personally don’t know of one company that has a formal program to train their managers on how to conduct an interview. Interview training is much the same as training managers how to conduct a performance review. It is a rarity to find a company that actually does it. Recruitment, retention, interviewing and performance reviews are not just a “Human Resource” (HR) thing. They are a basic responsibility of all managers.
You can interview candidates for hours, do profile testing and have multiple team interviews and still not know for sure if they are the right person for the job and the right fit for the company. An effective job interview is one that will allow the employer to select an employee who will not only be able to perform the job, but who will stay on the job for an extended period of time. Turnover which requires rehiring and retraining are expensive for a company.
The Questions
Asking the right questions is not as easy as it sounds but questions that determine skill level and experience are fairly straightforward. The more difficult objective for any manager conducting an interview is to select the applicant who will fit in, work well in a team environment, be a contributor, enjoy, respect and promote the company’s image. Selecting an individual that can not only do the job but one that will be so happy working for the company that they will stay can be a real challenge. Facing that challenge requires asking the right questions.
Let’s explore the interview process in more detail utilizing excerpts from CEO Strategists “Lead Wolf Interview Guide”
AN INTERVIEW IS:
A FACE-TO-FACE ORAL COMMUNICATION:
1. Between an applicant and an interview team
2. Initiated for a specific purpose
3. Focused on very specific subjects
Please note – individual one on one interviews in addition to and subsequent to team interviews are acceptable and sometimes preferred after identifying the final candidates.
SPECIFIC INTERVIEW OBJECTIVES:
1. To clarify data on the application form - - looking for apparent inconsistencies, time gaps or other missing information.
2. To obtain additional information not contained in the application.
3. To test to a degree, the applicant’s truthfulness regarding information on the application.
4. To obtain information from the candidate which will help appraise his personality, character, motivation and skills/knowledge.
5. To inform the candidate about the job, its requirements and the company.
CONDUCTING THE INTERVIEW
After you have conducted the necessary introductions and addressed work history, begin to focus more on probing for data you need to assess from the candidate in reference to the specific job requirements. Avoid asking questions which can be answered yes or no. Ask open-ended questions which call for lengthier answers, for answers which give candidate’s opinion. If your questions begin with HOW, WHEN, WHY, they’re probably open-ended. Don’t ask leading questions which suggest a particular answer; the candidate will give you the answer he thinks you’re looking for.
Regarding work history, for example, try leading with a question like, “Tell me about your job at the XYZ Company”. The way he answers this question will indicate what he considers important. If he is slow to get going, ask him WHAT he LIKED and DISLIKED about the job; WHY he was interested in that job when he took it.
Then you can probe more deeply into -------
1. Level and complexity of work
2. Extent of responsibilities
3. Motivation
4. Attitude and feelings
5. Effectiveness on prior jobs
6. Achievements
7. Interpersonal relationships
8. Level of accountability & authority
Here are some useful questions to ask in these areas. Don’t go down the list asking everyone in order. That would seem like an interrogation …. But these questions do suggest some useful approaches:
Level and Complexity of Work
“What did your job at XYZ Company consist of?”
“Could you describe a typical day at work?”
“What sort of things took up most of your time on this job?”
“What kind of decisions did you typically make on this job?”
Extent of Job Responsibilities
“Explain how you fit into that organization.”
“Tell me a little bit about your former boss.” “What were his/her responsibilities?” “How much contact did you typically have with your boss?” “Describe some of your interactions with your boss.” “Were you empowered to get your job done? How?” “What kind of decisions did your boss expect you to make?”
Motivation
“How did you get into that field originally?”
“What attracts you to this industry?”
“When did you first think of leaving your former job?”
“Why did you decide to make a change?”
“What were some of the things that you really liked about that job?”
“What were some of the things that you liked about that company?”
“Describe the best boss you have ever worked for.”
“Describe the worst boss you ever worked for.”
“What is the worst thing a former boss ever did to you?”
“What is the best thing a former boss ever did?
Attitudes and Feelings
“What did you like best about your last job?”
“What kinds of things did you dislike?”
“What was most satisfying about your last job?”
“Did you like your boss?”
“How did you feel about the company as a whole?”
“What was the one thing you really liked about the company?”
“If you could have changed one thing – what is it?” “How would you describe the culture of the company you worked at?”
“How much of a challenge was your former job?” How?”
“Do you feel you met your personal goals at your job, personally?”
Job Effectiveness
“Did you receive any awards or commendations?”
“To what extent were you able to increase your earnings?”
“What aspects of the job challenged you the most?” “What did your boss say during your last performance review with regard to job specifics?” “Did you agree with your boss’s assessment of your performance?”
Academic Achievements
“How well did you do in school – GPA?”
“What were the courses you did the best in?” Why?”
“What courses did you have trouble with? Why?”
“What courses did you get the most out of?” “How have you applied any of the academics to your real world job performance?” “How do you feel about the school you attended?” “What did you like the most about school?”
Personal Goals & Objectives This should include a discussion about what the applicant is aiming toward in terms of both the immediate job opening and their long range objectives. This is often a good way to develop insight concerning their ambitions and motivation.
“Could you explain exactly what you are looking for in a job change at this time?” “If you had the opportunity, how would you write the job description for this job?” “What values/standards would you desire in the company you would like to end your career at.” “If you had to start all over again would you still be doing this type of work?
Outside Interests A person has more freedom of choice in outside activities so these can be particularly revealing. Note how varied or restricted the outside activities are. Note whether they are solitary in nature, family in nature or group type activities. Solitary activities might indicate that a person may be a loner. Extensive group activities could indicate an outgoing nature and an aptitude for leadership. Extensive participation in sports could indicate a high energy level and good physical health. It could also indicate an ability to work closely with others in a team environment. Of course, all these observations can be backed up with personality profile testing. There are numerous tests available that can be used.
“Tell me about how you spend your free time.”
“What sorts of things interest you outside of work?”
“What takes up most of your free time?”
“What kind of things do you like to do best?”
“What activities outside of work give you the most satisfaction?”
“How did you get interested in…..?”
“Do you participate in any type of sports?”
“Did you play organized sports in school?” Intramural?”
Personal References Don’t rule out references that are personal friends or family. Although a candidate is highly unlikely to put someone down as a reference that won’t say glowing things about them, sometimes they are not all plants. This is particularly true for young workers who have only one or two work references. Personal references become necessary in these cases. However, try to uncover some names of other people and former work associates that are not on the reference list. Call them and ask about the candidate. These people are likely to give a reference that is less biased.
“Tell me about some of your co-workers and how they performed their job.” “What about other supervisors at your last job. Who were they? How did you interact with them?” “Who is the one person you didn’t get along well with at your former job?” “Which family member do you have the most difficulty understanding?” “What kind of reference would they give you?” “Do you mind if we call them?”
Let’s face it. Conducting an interview and hiring the right person is no easy task. Getting the wrong person on board can be a very expensive and damaging proposition. This isn’t something to take lightly or just leave up to the Human Resource department. Obviously, if you have an HR department, they will pay a very important specific role. But, the final hiring decision is generally left up to the manager of the department where the new employee will work. Train your managers on how to conduct an effective interview and what is involved in the selection process. Remember, in spit
Bob is excited about his new business. He secured funding. He leased the building. He stocked it full of new gadgets. He hung the sign. He posted a banner on his window that reads,“Grand Opening!”. And now he stands behind the counter, waiting for customers to come flocking in. And he stands there. And he stands there. And he stands there.And then it hits him: No one knows about his shiny new store!I’ve seen new and even established businesses make this same mistake over and over again. Advertising is the last thing they think of. They assume that since their doors are open and the merchandise is on display, customers will come running in. But they won’t come. Not until they know how great your new business is! And to do that you need to plan and execute an advertising budget and strategy.Many times I’ve been called in to consult with a new business to help plan their ad strategy well after their stores have opened when in fact, this is something that should have been done during the initial planning stage.So is it too late? No, but sometimes it’s a major sticker shock to those who did not put a realistic plan together from the start. Remember that advertising, like your store and your merchandise, is an investment towards your profits.But let’s say you’re like Bob and your business is already up and runni
AN INTERVIEW IS:
A FACE-TO-FACE ORAL COMMUNICATION:
1. Between an applicant and an interview team
2. Initiated for a specific purpose
3. Focused on very specific subjects
Please note – individual one on one interviews in addition to and subsequent to team interviews are acceptable and sometimes preferred after identifying the final candidates.
SPECIFIC INTERVIEW OBJECTIVES:
1. To clarify data on the application form - - looking for apparent inconsistencies, time gaps or other missing information.
2. To obtain additional information not contained in the application.
3. To test to a degree, the applicant’s truthfulness regarding information on the application.
4. To obtain information from the candidate which will help appraise his personality, character, motivation and skills/knowledge.
5. To inform the candidate about the job, its requirements and the company.
CONDUCTING THE INTERVIEW
After you have conducted the necessary introductions and addressed work history, begin to focus more on probing for data you need to assess from the candidate in reference to the specific job requirements. Avoid asking questions which can be answered yes or no. Ask open-ended questions which call for lengthier answers, for answers which give candidate’s opinion. If your questions begin with HOW, WHEN, WHY, they’re probably open-ended. Don’t ask leading questions which suggest a particular answer; the candidate will give you the answer he thinks you’re looking for.
Regarding work history, for example, try leading with a question like, “Tell me about your job at the XYZ Company”. The way he answers this question will indicate what he considers important. If he is slow to get going, ask him WHAT he LIKED and DISLIKED about the job; WHY he was interested in that job when he took it.
Then you can probe more deeply into -------
1. Level and complexity of work
2. Extent of responsibilities
3. Motivation
4. Attitude and feelings
5. Effectiveness on prior jobs
6. Achievements
7. Interpersonal relationships
8. Level of accountability & authority
Here are some useful questions to ask in these areas. Don’t go down the list asking everyone in order. That would seem like an interrogation …. But these questions do suggest some useful approaches:
Level and Complexity of Work
“What did your job at XYZ Company consist of?”
“Could you describe a typical day at work?”
“What sort of things took up most of your time on this job?”
“What kind of decisions did you typically make on this job?”
Extent of Job Responsibilities
“Explain how you fit into that organization.”
“Tell me a little bit about your former boss.” “What were his/her responsibilities?” “How much contact did you typically have with your boss?” “Describe some of your interactions with your boss.” “Were you empowered to get your job done? How?” “What kind of decisions did your boss expect you to make?”
Motivation
“How did you get into that field originally?”
“What attracts you to this industry?”
“When did you first think of leaving your former job?”
“Why did you decide to make a change?”
“What were some of the things that you really liked about that job?”
“What were some of the things that you liked about that company?”
“Describe the best boss you have ever worked for.”
“Describe the worst boss you ever worked for.”
“What is the worst thing a former boss ever did to you?”
“What is the best thing a former boss ever did?
Attitudes and Feelings
“What did you like best about your last job?”
“What kinds of things did you dislike?”
“What was most satisfying about your last job?”
“Did you like your boss?”
“How did you feel about the company as a whole?”
“What was the one thing you really liked about the company?”
“If you could have changed one thing – what is it?” “How would you describe the culture of the company you worked at?”
“How much of a challenge was your former job?” How?”
“Do you feel you met your personal goals at your job, personally?”
Job Effectiveness
“Did you receive any awards or commendations?”
“To what extent were you able to increase your earnings?”
“What aspects of the job challenged you the most?” “What did your boss say during your last performance review with regard to job specifics?” “Did you agree with your boss’s assessment of your performance?”
Academic Achievements
“How well did you do in school – GPA?”
“What were the courses you did the best in?” Why?”
“What courses did you have trouble with? Why?”
“What courses did you get the most out of?” “How have you applied any of the academics to your real world job performance?” “How do you feel about the school you attended?” “What did you like the most about school?”
Personal Goals & Objectives This should include a discussion about what the applicant is aiming toward in terms of both the immediate job opening and their long range objectives. This is often a good way to develop insight concerning their ambitions and motivation.
“Could you explain exactly what you are looking for in a job change at this time?” “If you had the opportunity, how would you write the job description for this job?” “What values/standards would you desire in the company you would like to end your career at.” “If you had to start all over again would you still be doing this type of work?
Outside Interests A person has more freedom of choice in outside activities so these can be particularly revealing. Note how varied or restricted the outside activities are. Note whether they are solitary in nature, family in nature or group type activities. Solitary activities might indicate that a person may be a loner. Extensive group activities could indicate an outgoing nature and an aptitude for leadership. Extensive participation in sports could indicate a high energy level and good physical health. It could also indicate an ability to work closely with others in a team environment. Of course, all these observations can be backed up with personality profile testing. There are numerous tests available that can be used.
“Tell me about how you spend your free time.”
“What sorts of things interest you outside of work?”
“What takes up most of your free time?”
“What kind of things do you like to do best?”
“What activities outside of work give you the most satisfaction?”
“How did you get interested in…..?”
“Do you participate in any type of sports?”
“Did you play organized sports in school?” Intramural?”
Personal References Don’t rule out references that are personal friends or family. Although a candidate is highly unlikely to put someone down as a reference that won’t say glowing things about them, sometimes they are not all plants. This is particularly true for young workers who have only one or two work references. Personal references become necessary in these cases. However, try to uncover some names of other people and former work associates that are not on the reference list. Call them and ask about the candidate. These people are likely to give a reference that is less biased.
“Tell me about some of your co-workers and how they performed their job.” “What about other supervisors at your last job. Who were they? How did you interact with them?” “Who is the one person you didn’t get along well with at your former job?” “Which family member do you have the most difficulty understanding?” “What kind of reference would they give you?” “Do you mind if we call them?”
Let’s face it. Conducting an interview and hiring the right person is no easy task. Getting the wrong person on board can be a very expensive and damaging proposition. This isn’t something to take lightly or just leave up to the Human Resource department. Obviously, if you have an HR department, they will pay a very important specific role. But, the final hiring decision is generally left up to the manager of the department where the new employee will work. Train your managers on how to conduct an effective interview and what is involved in the selection process. Remember, in spi
As a small business person do you ever feel that your advertising dollar is being drown out by information overload? The advertising is usually too expensive and anyone who has ever advertised in a newspaper, unless it is a large ad (full page or double truck advertisement) has had a tough time finding their ads as they are often buried in some back section. They think to themselves how much they paid for that ad - ouch!Indeed often enough a salesman for an advertising agency, media outlet or specialty publication will tell you it is all about impressions and repetition, yet you as a small business person are thinking to yourself; Yah and I’ll be broke by the time your G-darn ads start pulling for me, meanwhile I may as well flush my cash flow down the proverbial toilet.You think to yourself; Well sure in theory the number of impressions make sense, but with all the information over load, SPAM, Internet, Number of TV Channels, Radio, billboards, bus stop benches, taxicab hats and newspapers, hell I’ll be lucky if anyone sees even one of my ads. If you feel this way well you are not alone by any means and advertising salesmen, many are pretty boy or blonde bumbling boneheads continue their mantra of advertising only works over time.When you tell them that you are concerned with the drowning out of your advertising dollars, what do the
6. Achievements
7. Interpersonal relationships
8. Level of accountability & authority
Here are some useful questions to ask in these areas. Don’t go down the list asking everyone in order. That would seem like an interrogation …. But these questions do suggest some useful approaches:
Level and Complexity of Work
“What did your job at XYZ Company consist of?”
“Could you describe a typical day at work?”
“What sort of things took up most of your time on this job?”
“What kind of decisions did you typically make on this job?”
Extent of Job Responsibilities
“Explain how you fit into that organization.”
“Tell me a little bit about your former boss.” “What were his/her responsibilities?” “How much contact did you typically have with your boss?” “Describe some of your interactions with your boss.” “Were you empowered to get your job done? How?” “What kind of decisions did your boss expect you to make?”
Motivation
“How did you get into that field originally?”
“What attracts you to this industry?”
“When did you first think of leaving your former job?”
“Why did you decide to make a change?”
“What were some of the things that you really liked about that job?”
“What were some of the things that you liked about that company?”
“Describe the best boss you have ever worked for.”
“Describe the worst boss you ever worked for.”
“What is the worst thing a former boss ever did to you?”
“What is the best thing a former boss ever did?
Attitudes and Feelings
“What did you like best about your last job?”
“What kinds of things did you dislike?”
“What was most satisfying about your last job?”
“Did you like your boss?”
“How did you feel about the company as a whole?”
“What was the one thing you really liked about the company?”
“If you could have changed one thing – what is it?” “How would you describe the culture of the company you worked at?”
“How much of a challenge was your former job?” How?”
“Do you feel you met your personal goals at your job, personally?”
Job Effectiveness
“Did you receive any awards or commendations?”
“To what extent were you able to increase your earnings?”
“What aspects of the job challenged you the most?” “What did your boss say during your last performance review with regard to job specifics?” “Did you agree with your boss’s assessment of your performance?”
Academic Achievements
“How well did you do in school – GPA?”
“What were the courses you did the best in?” Why?”
“What courses did you have trouble with? Why?”
“What courses did you get the most out of?” “How have you applied any of the academics to your real world job performance?” “How do you feel about the school you attended?” “What did you like the most about school?”
Personal Goals & Objectives This should include a discussion about what the applicant is aiming toward in terms of both the immediate job opening and their long range objectives. This is often a good way to develop insight concerning their ambitions and motivation.
“Could you explain exactly what you are looking for in a job change at this time?” “If you had the opportunity, how would you write the job description for this job?” “What values/standards would you desire in the company you would like to end your career at.” “If you had to start all over again would you still be doing this type of work?
Outside Interests A person has more freedom of choice in outside activities so these can be particularly revealing. Note how varied or restricted the outside activities are. Note whether they are solitary in nature, family in nature or group type activities. Solitary activities might indicate that a person may be a loner. Extensive group activities could indicate an outgoing nature and an aptitude for leadership. Extensive participation in sports could indicate a high energy level and good physical health. It could also indicate an ability to work closely with others in a team environment. Of course, all these observations can be backed up with personality profile testing. There are numerous tests available that can be used.
“Tell me about how you spend your free time.”
“What sorts of things interest you outside of work?”
“What takes up most of your free time?”
“What kind of things do you like to do best?”
“What activities outside of work give you the most satisfaction?”
“How did you get interested in…..?”
“Do you participate in any type of sports?”
“Did you play organized sports in school?” Intramural?”
Personal References Don’t rule out references that are personal friends or family. Although a candidate is highly unlikely to put someone down as a reference that won’t say glowing things about them, sometimes they are not all plants. This is particularly true for young workers who have only one or two work references. Personal references become necessary in these cases. However, try to uncover some names of other people and former work associates that are not on the reference list. Call them and ask about the candidate. These people are likely to give a reference that is less biased.
“Tell me about some of your co-workers and how they performed their job.” “What about other supervisors at your last job. Who were they? How did you interact with them?” “Who is the one person you didn’t get along well with at your former job?” “Which family member do you have the most difficulty understanding?” “What kind of reference would they give you?” “Do you mind if we call them?”
Let’s face it. Conducting an interview and hiring the right person is no easy task. Getting the wrong person on board can be a very expensive and damaging proposition. This isn’t something to take lightly or just leave up to the Human Resource department. Obviously, if you have an HR department, they will pay a very important specific role. But, the final hiring decision is generally left up to the manager of the department where the new employee will work. Train your managers on how to conduct an effective interview and what is involved in the selection process. Remember, in spi
More often people disregard the print materials they receive. They don’t give them importance and after which it always ends up in trash cans. So as a business it is very frustrating that what you had made just ended up there. With the kind of situation you had observed, maybe you will think what you have done why people disregarded your material.Among the many materials that you can use are the club flyers. They are effective in a way that they can be sent via mail and distributed by hand. Simple as they are yet they can be the most powerful material that you can use.As per the printing production the following can help create effective club flyers.•COLORS and INKS – this is the number one factor that you must have in mind. The colors that you apply will make your material look more lively and attractive. The brilliant colors applied will result to end up grabbing client’s attention. For the color application jobs your club flyers can be printer will a four color print on both sides, four color print front side and black back or have them printed with a four color front and blank backMainly no matter what color you wish to apply still it will lead to grab the attention of your clients.•CONTENT – the write ups of your material should state a fact. Never confuse your readers. The text and fonts that you use must be readabl
Job Effectiveness
“Did you receive any awards or commendations?”
“To what extent were you able to increase your earnings?”
“What aspects of the job challenged you the most?” “What did your boss say during your last performance review with regard to job specifics?” “Did you agree with your boss’s assessment of your performance?”
Academic Achievements
“How well did you do in school – GPA?”
“What were the courses you did the best in?” Why?”
“What courses did you have trouble with? Why?”
“What courses did you get the most out of?” “How have you applied any of the academics to your real world job performance?” “How do you feel about the school you attended?” “What did you like the most about school?”
Personal Goals & Objectives This should include a discussion about what the applicant is aiming toward in terms of both the immediate job opening and their long range objectives. This is often a good way to develop insight concerning their ambitions and motivation.
“Could you explain exactly what you are looking for in a job change at this time?” “If you had the opportunity, how would you write the job description for this job?” “What values/standards would you desire in the company you would like to end your career at.” “If you had to start all over again would you still be doing this type of work?
Outside Interests A person has more freedom of choice in outside activities so these can be particularly revealing. Note how varied or restricted the outside activities are. Note whether they are solitary in nature, family in nature or group type activities. Solitary activities might indicate that a person may be a loner. Extensive group activities could indicate an outgoing nature and an aptitude for leadership. Extensive participation in sports could indicate a high energy level and good physical health. It could also indicate an ability to work closely with others in a team environment. Of course, all these observations can be backed up with personality profile testing. There are numerous tests available that can be used.
“Tell me about how you spend your free time.”
“What sorts of things interest you outside of work?”
“What takes up most of your free time?”
“What kind of things do you like to do best?”
“What activities outside of work give you the most satisfaction?”
“How did you get interested in…..?”
“Do you participate in any type of sports?”
“Did you play organized sports in school?” Intramural?”
Personal References Don’t rule out references that are personal friends or family. Although a candidate is highly unlikely to put someone down as a reference that won’t say glowing things about them, sometimes they are not all plants. This is particularly true for young workers who have only one or two work references. Personal references become necessary in these cases. However, try to uncover some names of other people and former work associates that are not on the reference list. Call them and ask about the candidate. These people are likely to give a reference that is less biased.
“Tell me about some of your co-workers and how they performed their job.” “What about other supervisors at your last job. Who were they? How did you interact with them?” “Who is the one person you didn’t get along well with at your former job?” “Which family member do you have the most difficulty understanding?” “What kind of reference would they give you?” “Do you mind if we call them?”
Let’s face it. Conducting an interview and hiring the right person is no easy task. Getting the wrong person on board can be a very expensive and damaging proposition. This isn’t something to take lightly or just leave up to the Human Resource department. Obviously, if you have an HR department, they will pay a very important specific role. But, the final hiring decision is generally left up to the manager of the department where the new employee will work. Train your managers on how to conduct an effective interview and what is involved in the selection process. Remember, in spi
One of the challenges facing marketers is determining the most effective level of advertising exposure for a brand, while maintaining a given budget. Conceptually, the media planner could choose continuous advertising (even exposures spread over a period of time) or follow a strategy of pulsing (“on” for some months and “off” for others). The decision is important because the wrong one will considerably affect customer response. When advertisements are run at a low frequency (very few times), they run a risk of going unnoticed. The first time customers view an advertisement, a majority of the time, the message doesn’t even process in their minds. On the other hand, when an advertisement is run at a high frequency, advertising wearout may occur. Therefore, the task at hand is finding just the right frequency for a positive response.Overly repetitive messages typically have a negative effect on customer attitudes as they relate to a brand. Advertising wearout occurs when, at some level of repetition, the customer’s affective response is either no longer positive or shows a significant decline. Advertising wearout is the result of excessive frequency causing viewers to perceive there’s nothing new to be gained from processing the advertisement, thereby withdrawing attention. That’s assuming all possible customers view every exposure, which is unrealis
“Tell me about how you spend your free time.”
“What sorts of things interest you outside of work?”
“What takes up most of your free time?”
“What kind of things do you like to do best?”
“What activities outside of work give you the most satisfaction?”
“How did you get interested in…..?”
“Do you participate in any type of sports?”
“Did you play organized sports in school?” Intramural?”
Personal References Don’t rule out references that are personal friends or family. Although a candidate is highly unlikely to put someone down as a reference that won’t say glowing things about them, sometimes they are not all plants. This is particularly true for young workers who have only one or two work references. Personal references become necessary in these cases. However, try to uncover some names of other people and former work associates that are not on the reference list. Call them and ask about the candidate. These people are likely to give a reference that is less biased.
“Tell me about some of your co-workers and how they performed their job.” “What about other supervisors at your last job. Who were they? How did you interact with them?” “Who is the one person you didn’t get along well with at your former job?” “Which family member do you have the most difficulty understanding?” “What kind of reference would they give you?” “Do you mind if we call them?”
Let’s face it. Conducting an interview and hiring the right person is no easy task. Getting the wrong person on board can be a very expensive and damaging proposition. This isn’t something to take lightly or just leave up to the Human Resource department. Obviously, if you have an HR department, they will pay a very important specific role. But, the final hiring decision is generally left up to the manager of the department where the new employee will work. Train your managers on how to conduct an effective interview and what is involved in the selection process. Remember, in spite of all the support from HR, in spite of all the testing that is available, in spite of the numerous team interviews and opinions, getting the right person in any given situation is still a gamble. However, you can dramatically improve your odds for success through preparation and training.
You can get a complete copy of the thirty four page “Lead Wolf Interview Guide” simply by registering for “The Howl” monthly newsletter at www.ceostrategist.com.
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.actual4u.com/article/8847/actual4u-The-Employment-Interview--How-Hard-Can-It-Be.html">The Employment Interview - How Hard Can It Be</a>
BB link (for phorums):
[url=http://www.actual4u.com/article/8847/actual4u-The-Employment-Interview--How-Hard-Can-It-Be.html]The Employment Interview - How Hard Can It Be[/url]
Related Articles:
Business Brokerage Services: Get a Good Deal
Dirty Little Secrets of International Advertising
Bookmark it:
|