Hiring Tip – Picking the Best Candidates

Written by Guy Harris

Continued from page 1

The idea is to getrepparttar candidate talking about how they handled a specific situation (their feelings, actions, and responses). By addressing a specific situation rather than a hypothetical scenario, you get a good feel for how they might handle a similar situation inrepparttar 119412 future.

4) Asrepparttar 119413 candidate responds, look for evidence ofrepparttar 119414 core competencies you identified in step 1. Use your checklist to keep track of your observations. 5) Train several people to conduct this type of interview. Always have more than one person involved inrepparttar 119415 process. I suggest having several people interviewrepparttar 119416 candidate. Each interviewer should ask about a different part ofrepparttar 119417 person's life and work experience (school, work, volunteer work, etc). 6) Afterrepparttar 119418 interview process, get each interviewer together to compare notes and observations. Ifrepparttar 119419 candidate demonstratesrepparttar 119420 key skills you are seeking across several areas of their life, they are likely to bring those skills into your business. Now you have a good basis for deciding whether this person fits you and your organization. I have been through this type of interview on both sides ofrepparttar 119421 table. I find that it works very well and creates a win-win scenario for both parties. Forrepparttar 119422 qualified candidate,repparttar 119423 process feels good because there are no “trick” questions. Forrepparttar 119424 interviewer, it gives you concrete information that you can use to make an informed decision aboutrepparttar 119425 candidate’s fit in your organization. Onlyrepparttar 119426 unqualified candidate loses. For them,repparttar 119427 process is uncomfortable. They must give specifics; there is little room for “shadingrepparttar 119428 truth” to getrepparttar 119429 job.

You may use this article for electronic distribution if you will include all contact information with live links back torepparttar 119430 author. Notification of use is not required, but I would appreciate it. Please contactrepparttar 119431 author prior to use in printed media.

Copyright 2005, Guy Harris

Guy Harris helps entrepreneurs, business managers, and other organizational leaders improve team performance by applying the principles of human behavior.

Guy co-authored "The Behavior Bucks System(tm)" (http://www.behaviorbucks.com) to help parents apply behavioral principles in the home. Register for Guy's monthly “Positive Principles” newsletter at http://www.principledriven.com/newsletter.htm

5 Questions Great Managers Ask (and they aren't hard!)

Written by Martin Haworth

Continued from page 1

Focusing on what you are best at and dropping things that don't create value for you can be very value-creating.

4. What wastes our time?

It's a simple question, but with an easy answer. What value is created when I spend time on this activity? If your challenge is to make £100 an hour profit for your organisation, is what you are spending your time on doing just that? What things do you and your people do, which does not?

Try stopping doing things, some of which you may have done for months and years, when little or no value is created and switch to more things that do. Stop some things and start others - simple as that.

5. What do we need to change?

Constantly reviewing where you are in your business and making small course adjustments, likerepparttar autopilot of a jumbo jet, will maximise your performance. But whilst leadingrepparttar 119411 cultural shift can develop autopilot-mode,repparttar 119412 first steps are for managers to spot-check all they do manually. Doing this will encourage your people to start to do it themselves. Remember,repparttar 119413 best time to review, review, review, is when you are successful.

And then be very challenging and honest about yourselves.

Build it in, make small but significant changes regularly, once you have evidence of drifting off course. That makes for a consistently healthy & growing organisation and reducesrepparttar 119414 need for cataclysmic change.

Are you up for this refreshing challenge?

What better way to start your new focus on your business, organisation or team?

© 2005 Martin Haworth is a Business and Management Coach. He works worldwide, mainly by phone, with small business owners, managers and corporate leaders. He has hundreds of hints, tips and ideas at his website, www.coaching-businesses-to-success.com. (Note to editors. Feel free to use this article, wherever you think it might be of value - with a live link if you can).

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