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Actual for You - Tips for Interviewing Candidates
We all have recollections of historical dates of significance. So as you plan out your yearly calendar, have a little fun with what is going on in the outside world. Look for clever dates and innovation memorials that you can use as a marketing tool. Not only can you use these little tidbits to amuse yourself, you can also use them to reconnect with friends, colleagues, associates, bosses, potential employer, and reporters.March 15th was the day Julius Caesar was given the warning of impending doom. He, as history connotes, ignored the warning. If you are Irish, St. Patrick's Day is a big one and it is just around the corner. Also, did you know that the rubber band was invented on that same day in 1845? Can you imagine life without them?Consider the rubber band. Get creative and mail someone an envelope full of them with a clever, personal note. Some suggestions: "Thi
● Take off your coat, and encourage the candidate to do the same.
● Share something personal with the candidate so that he/she will know you are a real person; you may want to start the interview with a brief (less than a minute) personal introduction (name, background, etc.).
● Use information from the resume to identify areas of mutual interest; for example, “I noticed you are a runner. How often do you…?”
If the candidate is not relaxed, every reaction may be distorted. Putting the candidate at ease facilitates self-disclosure.
The Interview
Interviewing has everything to do with “artful listening.” Most candidates arrive with a set of facts they wish to offer, and some they wish to hide. The less talking the interviewer does, the more time there is for the interviewee to get past the “programmed information” and into who he/she really is. Silence can be an extremely effective crowbar.
Too many “yes” or “no” answers may indicate that questions are not being phrased correctly. Starting questions with words like “Why”, “Wha
So you may be asking your self - "What is this GDI thing I keep hearing about?" It is true that GDI is the facilitator and owner of .WS web domains around the globe, but it is more. This company is almost ten years old and has set the MLM home business market on fire. You heard right! It is an MLM. GDI is a multi level network marketing business that can be worked from the comfort of your own home, from your computer.What sets it apart is the following factors: It is affordable (only $10 per month), has no start up fee, has a free seven day trial period, has tools to help build the business, provides the subscriber with their own domain name with web hosting of a ten page web page that they can create using an easy to use web editor as well as an HTML page for the more experienced web design person, and the list goes on. When you look at the cost versus what is offered, it i
"I ought to be able to," she said. “I've had ten different jobs in six months."
“Even the most elaborate hiring methodologies eventually boil down to one of the dreaded rituals of business life: the job interview. For most people, the only thing more painful than being interviewed is actually conducting the interview. Most executive interviewers come to the task unequipped, unprepared, and unenthusiastic,” writes Peter Carbonara, in Fast Company magazine.
To make smart hiring decisions, you have to know what to look for.
Regardless of how strong a candidate’s professional background or track record is, hiring decisions can be largely influenced on how well he or she comes across during the interview process. Whether you’re discussing a manager, director, vice president, or president-level opportunity.
Finding out about prior positions, accomplishments, promotions and job transitions in a typical first, in-person interview—which on average lasts about one hour—is a challenge. There are obvious limitations on how much can be conveyed.
Limitations aside, there are key things that you should be looking for.
What is your organization looking for?
Fit with position. Does he or she have the experience and requisite skills base to do this job?
Leadership. Will he/she grab hold of the challenge, create a “success” plan and motivate the organization to execute? Identify and take advantage of meaningful opportunities?
Intelligence. Understand the complexities of the business? Is he or she able to “figure it out?” Have the ability to advance in your organization long-term?
Results. Will the candidate accomplish what he or she is brought in to do? Gain the support and cooperation of others in the organization? Remain focused on the objectives? Willing to go “the extra mile” to make it happen?
Team Player. Will he/she be part of the team or a lone ranger? Work well and get along with others? Is this an individual we can rely on? Be willing to give credit to others?
Chemistry. Is this someone we “feel” comfortable with? Would we enjoy working with him or her on a day-to-day basis? Communicate with easily and effectively? Do we have, or share something in common?
Cultural fit. Does he/she relate to, and embrace, the style in which we do business? Do we share many of the same values that have helped make us successful?
Potential. Does the candidate have the makeup to take on a larger, more responsible role with the organization?
Interest and enthusiasm. Does this person really want to work with us, or is he or she just interviewing? Is the candidate serious, asking particularly insightful questions? Is there real enthusiasm?
Value. Based on what we know about this candidate and others we have seen, do we believe the compensation package we are offering is appropriate?
Suggestions for the interviewer
You’re responsible for creating a calm and respectful atmosphere, one in which the candidate never feels threatened. There is a direct relationship between how comfortable and secure a candidate feels and how much sensitive information he or she is willing to reveal.
Carefully re-read the candidate’s resume before the interview. Make marginal notes where further amplification is indicated. Do not read the resume during the interview. Candidates may be offended if they suspect this information has not been reviewed earlier.
We suggest dividing the face-to-face interview into three parts. First, put the candidate at ease, i.e., “make friends”; second, evaluate by asking questions and responding to candidate’s issues; and third, sell: your company, people, and opportunity—when appropriate.
Be sure to save at least 15 minutes of your allocated time for the candidate’s questions. The type of questions posed will tell you a lot about the candidate. (You may want to tell the candidate at the start of the interview that he/she can feel free to raise questions as they come to mind throughout the interview. Then you can allow less time at the end of the interview.)
Building Rapport
Making the candidate comfortable is very important. The best interviews take place with the fewest possible inhibitors and power symbols. For example:
● Encourage the use of first names.
● Take off your coat, and encourage the candidate to do the same.
● Share something personal with the candidate so that he/she will know you are a real person; you may want to start the interview with a brief (less than a minute) personal introduction (name, background, etc.).
● Use information from the resume to identify areas of mutual interest; for example, “I noticed you are a runner. How often do you…?”
If the candidate is not relaxed, every reaction may be distorted. Putting the candidate at ease facilitates self-disclosure.
The Interview
Interviewing has everything to do with “artful listening.” Most candidates arrive with a set of facts they wish to offer, and some they wish to hide. The less talking the interviewer does, the more time there is for the interviewee to get past the “programmed information” and into who he/she really is. Silence can be an extremely effective crowbar.
Too many “yes” or “no” answers may indicate that questions are not being phrased correctly. Starting questions with words like “Why”, “What
An expense report is the statement listing all the travel expenses of an employee owing to a business visit or pleasure visit. The employee has to fill up the standard expense report of his employer either online or manually and submit it to the authorized Approval Department within a specified time period for claiming reimbursement. The employee has to furnish the signature of the authorized person who has approved his visit. He/she needs to submit all the vouchers and bills of his expenses during his travel like air/train fare, hotel accommodations, transportation expenses, food expenditures and others. It is the responsibility of the employee to obtain the prior approval for his visit from the appropriate authority. The appropriate authority differs from organization to organization, and it will be decided by organization’s structure. The approval authority may sometimes be the
Limitations aside, there are key things that you should be looking for.
What is your organization looking for?
Fit with position. Does he or she have the experience and requisite skills base to do this job?
Leadership. Will he/she grab hold of the challenge, create a “success” plan and motivate the organization to execute? Identify and take advantage of meaningful opportunities?
Intelligence. Understand the complexities of the business? Is he or she able to “figure it out?” Have the ability to advance in your organization long-term?
Results. Will the candidate accomplish what he or she is brought in to do? Gain the support and cooperation of others in the organization? Remain focused on the objectives? Willing to go “the extra mile” to make it happen?
Team Player. Will he/she be part of the team or a lone ranger? Work well and get along with others? Is this an individual we can rely on? Be willing to give credit to others?
Chemistry. Is this someone we “feel” comfortable with? Would we enjoy working with him or her on a day-to-day basis? Communicate with easily and effectively? Do we have, or share something in common?
Cultural fit. Does he/she relate to, and embrace, the style in which we do business? Do we share many of the same values that have helped make us successful?
Potential. Does the candidate have the makeup to take on a larger, more responsible role with the organization?
Interest and enthusiasm. Does this person really want to work with us, or is he or she just interviewing? Is the candidate serious, asking particularly insightful questions? Is there real enthusiasm?
Value. Based on what we know about this candidate and others we have seen, do we believe the compensation package we are offering is appropriate?
Suggestions for the interviewer
You’re responsible for creating a calm and respectful atmosphere, one in which the candidate never feels threatened. There is a direct relationship between how comfortable and secure a candidate feels and how much sensitive information he or she is willing to reveal.
Carefully re-read the candidate’s resume before the interview. Make marginal notes where further amplification is indicated. Do not read the resume during the interview. Candidates may be offended if they suspect this information has not been reviewed earlier.
We suggest dividing the face-to-face interview into three parts. First, put the candidate at ease, i.e., “make friends”; second, evaluate by asking questions and responding to candidate’s issues; and third, sell: your company, people, and opportunity—when appropriate.
Be sure to save at least 15 minutes of your allocated time for the candidate’s questions. The type of questions posed will tell you a lot about the candidate. (You may want to tell the candidate at the start of the interview that he/she can feel free to raise questions as they come to mind throughout the interview. Then you can allow less time at the end of the interview.)
Building Rapport
Making the candidate comfortable is very important. The best interviews take place with the fewest possible inhibitors and power symbols. For example:
● Encourage the use of first names.
● Take off your coat, and encourage the candidate to do the same.
● Share something personal with the candidate so that he/she will know you are a real person; you may want to start the interview with a brief (less than a minute) personal introduction (name, background, etc.).
● Use information from the resume to identify areas of mutual interest; for example, “I noticed you are a runner. How often do you…?”
If the candidate is not relaxed, every reaction may be distorted. Putting the candidate at ease facilitates self-disclosure.
The Interview
Interviewing has everything to do with “artful listening.” Most candidates arrive with a set of facts they wish to offer, and some they wish to hide. The less talking the interviewer does, the more time there is for the interviewee to get past the “programmed information” and into who he/she really is. Silence can be an extremely effective crowbar.
Too many “yes” or “no” answers may indicate that questions are not being phrased correctly. Starting questions with words like “Why”, “Wha
While business cards aren’t all that expensive, they can be quite a lot of trouble. You have to go to all the trouble of deciding what to put on them, either designing them or getting someone to design them for you, and then taking the finished design to the printer. And then you have to do it again every time you change your phone number, job title or whatever! So why go through all that? What’s the point?Well, there are lots of good reasons why you should carry business cards with you wherever you go. For one, it’s a way of giving out all your contact details quickly and easily – you don’t have to worry about scraps of paper and pens, and you don’t have to worry about giving your email address out to someone over the phone later on, because it’s all there on the card.Having business cards to hand also shows that you’re not just some cowboy – you’re serious about wha
Cultural fit. Does he/she relate to, and embrace, the style in which we do business? Do we share many of the same values that have helped make us successful?
Potential. Does the candidate have the makeup to take on a larger, more responsible role with the organization?
Interest and enthusiasm. Does this person really want to work with us, or is he or she just interviewing? Is the candidate serious, asking particularly insightful questions? Is there real enthusiasm?
Value. Based on what we know about this candidate and others we have seen, do we believe the compensation package we are offering is appropriate?
Suggestions for the interviewer
You’re responsible for creating a calm and respectful atmosphere, one in which the candidate never feels threatened. There is a direct relationship between how comfortable and secure a candidate feels and how much sensitive information he or she is willing to reveal.
Carefully re-read the candidate’s resume before the interview. Make marginal notes where further amplification is indicated. Do not read the resume during the interview. Candidates may be offended if they suspect this information has not been reviewed earlier.
We suggest dividing the face-to-face interview into three parts. First, put the candidate at ease, i.e., “make friends”; second, evaluate by asking questions and responding to candidate’s issues; and third, sell: your company, people, and opportunity—when appropriate.
Be sure to save at least 15 minutes of your allocated time for the candidate’s questions. The type of questions posed will tell you a lot about the candidate. (You may want to tell the candidate at the start of the interview that he/she can feel free to raise questions as they come to mind throughout the interview. Then you can allow less time at the end of the interview.)
Building Rapport
Making the candidate comfortable is very important. The best interviews take place with the fewest possible inhibitors and power symbols. For example:
● Encourage the use of first names.
● Take off your coat, and encourage the candidate to do the same.
● Share something personal with the candidate so that he/she will know you are a real person; you may want to start the interview with a brief (less than a minute) personal introduction (name, background, etc.).
● Use information from the resume to identify areas of mutual interest; for example, “I noticed you are a runner. How often do you…?”
If the candidate is not relaxed, every reaction may be distorted. Putting the candidate at ease facilitates self-disclosure.
The Interview
Interviewing has everything to do with “artful listening.” Most candidates arrive with a set of facts they wish to offer, and some they wish to hide. The less talking the interviewer does, the more time there is for the interviewee to get past the “programmed information” and into who he/she really is. Silence can be an extremely effective crowbar.
Too many “yes” or “no” answers may indicate that questions are not being phrased correctly. Starting questions with words like “Why”, “Wha
Now that you have defined where you are and where you want to be as well as what you are willing to do to get there, you now have to get real about things that might hold you back from getting what you want and create a strategy for handling them.Zig Ziglar, a well known speaker and wildly successful businessman, has spoken to thousands of people about goals and how to clarify and achieve them. One of the greatest tips he offered is that some of your goals must be long range and the reason for that is that there is trouble in front of you. The better you plan for this and the more aware you are of things that could get in your way, the more likely you are to forge ahead when an obstacle arises. If you have long range goals, set backs will feel like just pebbles on the water. If however you don’t have long range goals and plan for some detours, those set backs will feel like
We suggest dividing the face-to-face interview into three parts. First, put the candidate at ease, i.e., “make friends”; second, evaluate by asking questions and responding to candidate’s issues; and third, sell: your company, people, and opportunity—when appropriate.
Be sure to save at least 15 minutes of your allocated time for the candidate’s questions. The type of questions posed will tell you a lot about the candidate. (You may want to tell the candidate at the start of the interview that he/she can feel free to raise questions as they come to mind throughout the interview. Then you can allow less time at the end of the interview.)
Building Rapport
Making the candidate comfortable is very important. The best interviews take place with the fewest possible inhibitors and power symbols. For example:
● Encourage the use of first names.
● Take off your coat, and encourage the candidate to do the same.
● Share something personal with the candidate so that he/she will know you are a real person; you may want to start the interview with a brief (less than a minute) personal introduction (name, background, etc.).
● Use information from the resume to identify areas of mutual interest; for example, “I noticed you are a runner. How often do you…?”
If the candidate is not relaxed, every reaction may be distorted. Putting the candidate at ease facilitates self-disclosure.
The Interview
Interviewing has everything to do with “artful listening.” Most candidates arrive with a set of facts they wish to offer, and some they wish to hide. The less talking the interviewer does, the more time there is for the interviewee to get past the “programmed information” and into who he/she really is. Silence can be an extremely effective crowbar.
Too many “yes” or “no” answers may indicate that questions are not being phrased correctly. Starting questions with words like “Why”, “Wha
Do You Get What You Pay For? I have heard the saying "You get what you pay for," but I don't think that theory applies to Internet Marketing. Yes, there is tons of free advertising available on the net and there are millions of people using free advertising to promote their businesses, but is it effective? I think when you try to judge the effectiveness of Free Online Advertising, you have to take into consideration all that you can get for free.Placing Free Ads - For one thing, placing free ads will help you learn whether or not marketing online is for you at all; if you hate promoting your offer and placing ads, find other work.- Placing free ads can teach you about writing ad copy; if you can't write copy that gets someone's attention on a free site, you definitely should not pay for ads.- Free advertising also teaches you to read the
● Take off your coat, and encourage the candidate to do the same.
● Share something personal with the candidate so that he/she will know you are a real person; you may want to start the interview with a brief (less than a minute) personal introduction (name, background, etc.).
● Use information from the resume to identify areas of mutual interest; for example, “I noticed you are a runner. How often do you…?”
If the candidate is not relaxed, every reaction may be distorted. Putting the candidate at ease facilitates self-disclosure.
The Interview
Interviewing has everything to do with “artful listening.” Most candidates arrive with a set of facts they wish to offer, and some they wish to hide. The less talking the interviewer does, the more time there is for the interviewee to get past the “programmed information” and into who he/she really is. Silence can be an extremely effective crowbar.
Too many “yes” or “no” answers may indicate that questions are not being phrased correctly. Starting questions with words like “Why”, “What”, or “How” should get the candidate to open up.
25 Sample Questions (10 listed here)
1. Tell me about yourself. (Review past positions, education, early influences, and other strengths.)
2. What do you know about (your company)?
3. Why are you interested in becoming (your company) next (title)? How do your qualifications match the requirements of the job? (Note candidate’s desire to work for the company.)
4. What are the most significant accomplishments in your career so far?
5. Describe a situation in which your work or you were criticized. How did you solve the situation and how did you become a better person because of it?
6. How would you describe your personality?
7. How would you describe your leadership skills, management style?
8. How would you describe yourself as a (title/function)?
9. How do you perform under pressure?
10.What have you done to improve yourself over the past year?
Federal and state legislation may preclude you from asking certain questions during an interview. This article is designed to provide general information and is not a substitute for legal advice.
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