Hiring Tip – Picking the Best Candidates

Written by Guy Harris

I often hear leaders from all types of organizations ask questions about hiringrepparttar right person. Their questions usually sound like these:

- What if their resume looks great but they have a bad attitude?

- What if they put on a good act and then don’t work hard?

- How can I tell how they will perform after I hire them?

A great way to answer these questions starts with a well-defined interview process. I have heardrepparttar 119412 procedure called many things. I first learned it asrepparttar 119413 Behavioral Event interview process. The guiding thought behind this system is that "while it is no guarantee of success, past performance isrepparttar 119414 best indicator of future performance."

Here isrepparttar 119415 main idea -- develop an interview system that forcesrepparttar 119416 candidate to tell you, in direct and specific terms, how they have worked inrepparttar 119417 past. You wantrepparttar 119418 candidate to do more than recount where they have worked and what experience they have. You can read their resume to get that information. You wantrepparttar 119419 candidate to tell you: how they think, how they work, and how they relate to other people. Actual implementation can get a little involved, butrepparttar 119420 basic process goes like this: 1) Identifyrepparttar 119421 key skills (attributes, attitudes, etc) for success in your organization. In a big company, you might developrepparttar 119422 list by interviewing successful people inrepparttar 119423 organization. In a smaller company, you could brainstorm withrepparttar 119424 owner(s) about what they want to see in an employee.

2) Rankrepparttar 119425 competencies to separaterepparttar 119426 “must-have” traits fromrepparttar 119427 “would be nice” traits. Write your list inrepparttar 119428 form of a checklist for use during interviews. 3) Develop a series of questions that get people to tell you specifics about their experience. The best series start with broad, open-ended questions and lead to follow-up with questions that dig for specifics.

For example,repparttar 119429 series could go like this:

Start with an open-ended question like “Tell me about a time in your high school (college, internship, last job, etc.) when you had to convince another student (co-worker, etc.) to help you?" or "Tell me about a time from your last job (internship, college, etc.) that you had to make a sudden change in plans?" Let them pickrepparttar 119430 scenario; you probe for specifics. When they give yourepparttar 119431 scenario, beginrepparttar 119432 process of "peelingrepparttar 119433 onion." Ask follow-up questions like “When that happened, what wasrepparttar 119434 first thing you did?” Then, "Who did you talk to to makerepparttar 119435 change happen?" Maybe you could follow that with,"Did they react positively or negatively to your request, and how did you respond to them?"

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

Written by Martin Haworth

Rememberrepparttar Pareto Principle. Akarepparttar 119411 80:20 rule. Well, here's something much, much easier! Answer these questions every day. Consider your responses thoughtfully, or with your team maybe. Or with your coach, or trusted friend.

However hard we try, we seem to make life more difficult for ourselves; more challenging; more complex. Yet it needn't be so. try out these five questions with a regularity; a discipline and you will reap rewards. You will certainly reap rewards. 1. What do my customers want?

Getting insiderepparttar 119412 head of your customers is a recipe for success. Takingrepparttar 119413 role on of one of your customers or clients and seeing from their perspective helps structure a sound and growing business. Better still, ask them what they want, need, what irritates them and thank them for their insights.

Take complaints as a real positive - for knowing what went wrong, gives you information you can correct and grow stronger on. 2. How do I getrepparttar 119414 best from my people?

Enjoyingrepparttar 119415 benefits of truly 'turned on' people in your business, makes a huge difference. Finding out what they need to be successful for you can be more challenging. But wait! Have you asked them what they need to do their best for you? Be sensitive and responsive to their needs.

This simple step will provide you with allrepparttar 119416 people strategies that work. Many solutions will be very easy to do and can build belief and trust in you as a manager. The bigger challenges can be solved by using your people to have a positive and constructive input. It will be worthwhile - for everyone. 3. How can we make best use of our resources?

What resources? People, goodwill, reputation, location. USP, and more... Well, make sure first of all that you understand what they are. Ask your customers and people what you represent to them - and then do more, much more of it. Then review those things that you can do less of, save resource costs on.

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