Tags |
|
|
Links |
|
|
Added for You - Are You Hiring the Right People? Why You Should Sharpen Your Interview Skills
If you are planning a car wash fundraiser then you need to consider your towel supplies and properly allocate them to each worker and make sure that they are dried in proper intervals to make sure you can complete every car, which comes thru and dry it completely to the customers satisfaction.If the towels are not dried properly this will cause streaking on windows, chrome, rims and paint jobs. Towels must also be dried on a line if they are laid on the concrete or asphalt they can pick up tiny rocks that can scratch the surface of the cars.
Interviewers need to ensure that they describe the job and company honestly and openly and thus try to eliminate a lot of the people who leave a job for motivational reasons. They need to try and ensure that candidates are treated with respect and given a fair chance. Think about it – isn’t a candidate, who may be hopeless for the role you’re interviewing for, a potential future customer? If they think poorly of the interview/interviewer, then they’ll think poorly of the company and its products. Take Toyota’s advice – treat every candidate as you would treat a customer in a showroom. Also a candidate treated wel
In our business lives we wear many hats. We often think of our job title as the way to describe our work. In fact, in any social situation, the question, “So what do you do?” will come up early in any conversation with a new person. How do we respond to this question? Invariably, we respond with our job title and the name of our organization. “I’m the Finance Manager at ABC Corp. Sometimes the conversation progresses beyond that, but often, that is all we have to say to describe our work.And that is often how we think about it as well. Fi
- Most interviewers make up their mind about a candidate in the first 2 to 4 minutes of an interview – and then go on to collect information and data to justify their decision;
- Over 75% of staff who leave a job in the first 9 months leave for motivational reasons – the job/company/boss etc. wasn’t what they expected. Yet less than 10% of organisations seriously investigate motivational aspects during the interview process;
- Typically it’s recognised that the cost of hiring the wrong person, who may leave after only a few weeks or months, is on average equal to an equivalent of the first year’s salary for the position – can you afford to bring the wrong people into your business?
- New and continually changing legislation is putting far more of a responsibility on interviewers and their organisations to conduct interviews in a fair and legally defensible manner. You can’t afford to leave you or your organisation legally exposed.
For too long the average interviewer has conducted the interview along the lines of “what should we talk about next?”, “you’re like me - you must be good”, or even worse “you like the things I like – you’ll fit in well here!” Often we think we should put candidates under stress – not necessary unless stress management is an important part of the job – and even then there are far better ways to interview for it.
The best candidates – the ones you want to hire! – are demanding that the interview be conducted in a proper business-like manner by a trained evaluator who’s seeking information that relates to and predicts job success. After all, an interview is a business meeting, but unlike a normal business meeting very few interviewers prepare for their interviews, have an agenda or know in advance the subjects they wish to cover. Would you go to a day-to-day business meeting that’s conducted the way typical interviews normally are? Or would you say “tell me when you’re prepared and ready and then I’ll come”.
Without getting into the wider subject of setting up a proper recruitment and selection system for the job(s) you have on offer, an interviewer should be trying to elicit information to establish a match about three important areas:
Skills – can the candidate show examples from the past, on the premise that ‘past behaviour predicts future behaviour’, of the types of skills that you require in your job, whether it be the way they use a computer, problem-solve and make decisions, lead and motivate others, interact with colleagues, or how they sell to and service customers?
Knowledge – can the candidate demonstrate the successful application of job relevant knowledge, learnt on the job or in the classroom etc.?
Motivation – can the candidate show that what your organisation and job offers, in terms of the things people like and dislike, matches their own desires?
Within this framework interviewers should be asking ‘open’ questions – the ‘how’, ‘what’, ‘when’, ‘why’ etc. Many interviewers ask closed questions that lead to a yes or no answer, or leading questions to get the information that justifies what they already think. The author conducted research in the UK in the mid-80’s in over 600 interviews across many types of industries, levels and functions and over 65% of all questions asked by interviewers were leading!
Interviewers need to ensure that they describe the job and company honestly and openly and thus try to eliminate a lot of the people who leave a job for motivational reasons. They need to try and ensure that candidates are treated with respect and given a fair chance. Think about it – isn’t a candidate, who may be hopeless for the role you’re interviewing for, a potential future customer? If they think poorly of the interview/interviewer, then they’ll think poorly of the company and its products. Take Toyota’s advice – treat every candidate as you would treat a customer in a showroom. Also a candidate treated well
There are a couple of factors to take into consideration when deciding on a major: your career and your soul. If you're lucky, you can pick a major that's good for both of them.Satisfy Your Soul: What Do You Like To Study? What Interests You?Where I went to college, the truism for picking a major went something like: "This is such a good school that all people will notice is your degree. Therefore, you can feel free to major in anything you like. When you go out to look for a job, the fact you went to school here will be more than enough.
For too long the average interviewer has conducted the interview along the lines of “what should we talk about next?”, “you’re like me - you must be good”, or even worse “you like the things I like – you’ll fit in well here!” Often we think we should put candidates under stress – not necessary unless stress management is an important part of the job – and even then there are far better ways to interview for it.
The best candidates – the ones you want to hire! – are demanding that the interview be conducted in a proper business-like manner by a trained evaluator who’s seeking information that relates to and predicts job success. After all, an interview is a business meeting, but unlike a normal business meeting very few interviewers prepare for their interviews, have an agenda or know in advance the subjects they wish to cover. Would you go to a day-to-day business meeting that’s conducted the way typical interviews normally are? Or would you say “tell me when you’re prepared and ready and then I’ll come”.
Without getting into the wider subject of setting up a proper recruitment and selection system for the job(s) you have on offer, an interviewer should be trying to elicit information to establish a match about three important areas:
Skills – can the candidate show examples from the past, on the premise that ‘past behaviour predicts future behaviour’, of the types of skills that you require in your job, whether it be the way they use a computer, problem-solve and make decisions, lead and motivate others, interact with colleagues, or how they sell to and service customers?
Knowledge – can the candidate demonstrate the successful application of job relevant knowledge, learnt on the job or in the classroom etc.?
Motivation – can the candidate show that what your organisation and job offers, in terms of the things people like and dislike, matches their own desires?
Within this framework interviewers should be asking ‘open’ questions – the ‘how’, ‘what’, ‘when’, ‘why’ etc. Many interviewers ask closed questions that lead to a yes or no answer, or leading questions to get the information that justifies what they already think. The author conducted research in the UK in the mid-80’s in over 600 interviews across many types of industries, levels and functions and over 65% of all questions asked by interviewers were leading!
Interviewers need to ensure that they describe the job and company honestly and openly and thus try to eliminate a lot of the people who leave a job for motivational reasons. They need to try and ensure that candidates are treated with respect and given a fair chance. Think about it – isn’t a candidate, who may be hopeless for the role you’re interviewing for, a potential future customer? If they think poorly of the interview/interviewer, then they’ll think poorly of the company and its products. Take Toyota’s advice – treat every candidate as you would treat a customer in a showroom. Also a candidate treated wel
How to Maximize Your Resume for RelocationMy resume client Matthew had just gotten the word that his wife was being offered a fantastic promotion to her company’s national headquarters in Chicago. Despite his misgivings about the icy cold winters in Chicago and that he was a Yankees fan (as opposed to a Cubs fan), he had to admit, the positive change in his wife’s salary and career would make it a no-brainer for them to make the big move.Now came the challenge… Matt would have to resign from his current position as a building supplies sal
Without getting into the wider subject of setting up a proper recruitment and selection system for the job(s) you have on offer, an interviewer should be trying to elicit information to establish a match about three important areas:
Skills – can the candidate show examples from the past, on the premise that ‘past behaviour predicts future behaviour’, of the types of skills that you require in your job, whether it be the way they use a computer, problem-solve and make decisions, lead and motivate others, interact with colleagues, or how they sell to and service customers?
Knowledge – can the candidate demonstrate the successful application of job relevant knowledge, learnt on the job or in the classroom etc.?
Motivation – can the candidate show that what your organisation and job offers, in terms of the things people like and dislike, matches their own desires?
Within this framework interviewers should be asking ‘open’ questions – the ‘how’, ‘what’, ‘when’, ‘why’ etc. Many interviewers ask closed questions that lead to a yes or no answer, or leading questions to get the information that justifies what they already think. The author conducted research in the UK in the mid-80’s in over 600 interviews across many types of industries, levels and functions and over 65% of all questions asked by interviewers were leading!
Interviewers need to ensure that they describe the job and company honestly and openly and thus try to eliminate a lot of the people who leave a job for motivational reasons. They need to try and ensure that candidates are treated with respect and given a fair chance. Think about it – isn’t a candidate, who may be hopeless for the role you’re interviewing for, a potential future customer? If they think poorly of the interview/interviewer, then they’ll think poorly of the company and its products. Take Toyota’s advice – treat every candidate as you would treat a customer in a showroom. Also a candidate treated wel
Promotional product is a type of marketing that can allow your business to take off. Many companies find that providing a product to the public about the service that they have to offer or the product that they are selling is important. Perhaps you have a new product that you want to get the word out about. Or, maybe you have just changed your name and want old and new customers to take note. The promotional product can help you with doing just that.A promotional product can be virtually anything. When choosing one, you will need to conside
Knowledge – can the candidate demonstrate the successful application of job relevant knowledge, learnt on the job or in the classroom etc.?
Motivation – can the candidate show that what your organisation and job offers, in terms of the things people like and dislike, matches their own desires?
Within this framework interviewers should be asking ‘open’ questions – the ‘how’, ‘what’, ‘when’, ‘why’ etc. Many interviewers ask closed questions that lead to a yes or no answer, or leading questions to get the information that justifies what they already think. The author conducted research in the UK in the mid-80’s in over 600 interviews across many types of industries, levels and functions and over 65% of all questions asked by interviewers were leading!
Interviewers need to ensure that they describe the job and company honestly and openly and thus try to eliminate a lot of the people who leave a job for motivational reasons. They need to try and ensure that candidates are treated with respect and given a fair chance. Think about it – isn’t a candidate, who may be hopeless for the role you’re interviewing for, a potential future customer? If they think poorly of the interview/interviewer, then they’ll think poorly of the company and its products. Take Toyota’s advice – treat every candidate as you would treat a customer in a showroom. Also a candidate treated wel
Many multi-million dollar deals begin with the exchange of business cards. Effective business cards make a huge difference in your daily interaction with prospects, customers or clients. But not all business cards are created equal. A business card answers the questions of who you are and what your business do. Business cards can be created online through a variety of templates for you to choose from. This not only makes the process a lot easier, but also actually saves you time and money because you do not have to consult a graphic designer face-to-
Interviewers need to ensure that they describe the job and company honestly and openly and thus try to eliminate a lot of the people who leave a job for motivational reasons. They need to try and ensure that candidates are treated with respect and given a fair chance. Think about it – isn’t a candidate, who may be hopeless for the role you’re interviewing for, a potential future customer? If they think poorly of the interview/interviewer, then they’ll think poorly of the company and its products. Take Toyota’s advice – treat every candidate as you would treat a customer in a showroom. Also a candidate treated well is more likely to accept a refusal, thus minimizing the chance of costly litigation or employment tribunals.
For a deeper understanding of all these and other issues, and to ensure best-practice interviewing skills, and more importantly to ensure that you bring the best possible people into your company, consider getting some training to help you complete one of the riskiest processes in your business even more effectively.
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.added4u.com/article/21567/added4u-Are-You-Hiring-the-Right-People-Why-You-Should-Sharpen-Your-Interview-Skills.html">Are You Hiring the Right People? Why You Should Sharpen Your Interview Skills</a>
BB link (for phorums):
[url=http://www.added4u.com/article/21567/added4u-Are-You-Hiring-the-Right-People-Why-You-Should-Sharpen-Your-Interview-Skills.html]Are You Hiring the Right People? Why You Should Sharpen Your Interview Skills[/url]
Related Articles:
The Simplest Solution to Customer Satisfaction
Bookmark it:
|