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Added for You - Effective Recruitment: Why You Should Use Competency Based Interviewing
"Candy-coated popcorn, peanuts and a prize, that's what you get in Cracker Jack!" I ate a lot of candy when I was a kid. Halloween, birthday parties, trips to the corner store… if there was candy to be had, I was there. Granted, this was in the days before it was well understood that too much sugar can turn even the most docile child into a foul-mouthed psycho
2. For each attribute, identify the kinds of situations when they might need this attribute, and how you might be able to recognise that they have it. How might s
Used office chairs are available through a large number of suppliers. They are often a good deal for someone who is low on resources or is just starting a business. Often used office chairs are donated or sold by business owners because they are upgrading their furniture or they just desire a different fabric or color scheme for the office. There are many quality used office chairs available
Let’s say you’re running a graphic design company. Even if you’ve never interviewed before, you will have a pretty good idea how to tell whether your candidate is a good designer. It will only be after they’ve been in position for a few months that you begin to discover that they’re not a team player, or that they’re unwilling to take decisions.
The solution is to spend only half the interview on exploring the candidate’s skills and knowledge, and the other half on their attitudes, character and soft skills. Here are seven steps that make this easy both before and at the interview.
Before the interview:
1. List out the responsibilities of the job, then list out the attributes that a person in this position needs to have. You may well come up with 10 or more attributes, ranging from decision-making to customer focus, from strategic thinking to a liking for detail, from courage and risk taking to procedure-loving. Narrow them down to about 5 by asking yourself “If two candidates were the same in all other respects, which of these attributes would be the most important when choosing between them?”
2. For each attribute, identify the kinds of situations when they might need this attribute, and how you might be able to recognise that they have it. How might so
In the wake of most catastrophes, the media often concentrates on tragic personal stories: lost life, lost homes, lost belongings, lost pets. But what about lost businesses? Medical facilities, law offices, corporate and government organizations—none are immune to the costly effects of flood, fires or hurricanes. Patient histories, client, vendor and employee files, financial records, contract
The solution is to spend only half the interview on exploring the candidate’s skills and knowledge, and the other half on their attitudes, character and soft skills. Here are seven steps that make this easy both before and at the interview.
Before the interview:
1. List out the responsibilities of the job, then list out the attributes that a person in this position needs to have. You may well come up with 10 or more attributes, ranging from decision-making to customer focus, from strategic thinking to a liking for detail, from courage and risk taking to procedure-loving. Narrow them down to about 5 by asking yourself “If two candidates were the same in all other respects, which of these attributes would be the most important when choosing between them?”
2. For each attribute, identify the kinds of situations when they might need this attribute, and how you might be able to recognise that they have it. How might s
Email is both a blessing and a real annoyance to businesses. It allows you to send a quick message to your clients or to your employees in a branch office hundreds of miles away. But it can also leave you vulnerable to viruses that can cause your server to crash, spam that can eat away at huge parts of your day, and can put confidential company information out into public cyberspace. What sho
The solution is to spend only half the interview on exploring the candidate’s skills and knowledge, and the other half on their attitudes, character and soft skills. Here are seven steps that make this easy both before and at the interview.
Before the interview:
1. List out the responsibilities of the job, then list out the attributes that a person in this position needs to have. You may well come up with 10 or more attributes, ranging from decision-making to customer focus, from strategic thinking to a liking for detail, from courage and risk taking to procedure-loving. Narrow them down to about 5 by asking yourself “If two candidates were the same in all other respects, which of these attributes would be the most important when choosing between them?”
2. For each attribute, identify the kinds of situations when they might need this attribute, and how you might be able to recognise that they have it. How might s
You’ve probably heard that people buy products and services from people they know, like and trust. And, as I have done, you’ve probably wondered how you can foster more of this “Know-Like-Trust” factor in your business relationships. Pictures are tied to our emotions in powerful ways, so strategically using your logo and brand identity materials (business cards, letterhead, brochures, website, e
2. For each attribute, identify the kinds of situations when they might need this attribute, and how you might be able to recognise that they have it. How might s
There are many types of wholesale businesses. You need to find the right one that fits your style, your character, interests and personality. This article will help you find the different types of wholesale businesses so you can pick the right one for you.Not all wholesale businesses are created equal. There are many types of wholesale businesses, probably too many to mention. Every i
2. For each attribute, identify the kinds of situations when they might need this attribute, and how you might be able to recognise that they have it. How might someone with this attribute behave in the given situation? For example, if you are looking for someone who is very adaptable, they might demonstrate a flexible approach in their work, or be enthusiastic about taking on new challenges.
3. Prepare questions that ask the candidate to tell you about actual situations in their current or recent position in which they have had to demonstrate this attribute. For example “Tell me about a difficult decision that you have had to make recently”. We call these “situational” questions.
At the interview:
1. Tell the candidate that you are going to ask them to give you real examples when you ask them questions. It is only fait to give them time to think of a good situation that illustrates the behaviour you are interested in.
2. After each situational question, follow up by asking what action the candidate took in the situation. Watch out for candidates who say “we did such and such”. They may be taking credit for the actions of a colleague. Press them to describe what they did personally.
3. Ask the candidate to tell you what the outcome was in this situation. This will help you to assess whether they understood the consequences of their own behaviour, and made appropriate choices of a
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