Interviewing,Quest,For,The,Tru business, insurance Interviewing Is A Quest For The Truth

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Put Candidates Under “The Magnifying Glass”While not everycandidate is guilty of puffery, we know from experience that ithappens. Candidates claim responsibility for accomplishments thatreally were not their accomplishments, but rather those of bosses,peers, or perhaps even subordinates. There isa bulletproof solution to the problem of “accomplishment inflammation,”and that is to become a great detective. When you learn to probe everyanswer for relevant details, you’ll discover what we have: There hasn’tbeen a candidate born who can make up false answers quickly enough.They’ve either done what they say they’ve done and can describe it ininfinite detail, or they will implode in the chair right in front ofyou (and it’s messy when it happens).To help bulletproof your team consider joining one of our free webinars on Advanced Interviewing TechniquesEvery time you ask acandidate a question based on examples, expect to spend fifteen tothirty minutes exploring the details of each example. Put thecandidate’s answer under a magnifying glass, and ask for multipleexamples to make sure something wasn’t an anomaly.Every interview willbe different, but no matter what example is being discussed, yourprobes will generally follow the time-honored journalist’s “5 Ws”:· Who?· What?· When?· Where?· Why?· For good measure, throw in How? (Yes, even though it is not a W.)Train yourself to have a knee-jerk reaction to high-level, nonspecific answers. (We offer a free interviewing assessment).Usually, it’s not that the candidate is trying to deceive you; it’sthat he or she simply hasn’t thought to give concrete, detailedanswers. You can help the candidate along by following up assertionsand blanket statements with one of the following Magnifying Glassquestions:· “Could you give me an example of that?”· “Can you be more specific about that?”· “Can you give me a bit more information about that?”· “What were the most important details about that situation?”· “What was your responsibility within the project team?’· “What did you personally do to ensure that success?”· “Who else was involved in that project?”· “Why did you take that approach on the project?”· “Why did you pick those individuals to be on the team?”Get all the details.Dates, numbers, names of people, schedules. Both of you will be helpingeach other to get to the facts faster and with more relevance. For acomplete interview with drill down questions our Desktop Hiring Guide is the quickest way to get started.Other good Magnifying Glass questions:· What was your role in the project?· What success was achieved?· How did you decide what to do?· Can you give me a few examples of your personal initiative on the project?· When have you faced a comparable challenge?· Where did the resources come from to get that accomplished?· How were parameters for the project set?· Would you consider that process a success? Why or why not? (Remember, even a failure has value)· When have you failed to meet your boss’s expectations?· How did the team make mid-course corrections?· What did you learn specifically?· With benefit of hindsight, what would you do differently next time?Keep going until youknow what you need to know (or until it becomes apparent the candidateis being elusive or downright lying. If this happens, it’s time to cutand run.) Whatever you do, don’t give in and assume it’ll work out.Some candidates are great about changing the subject and making youthink you got enough information. Be sure to make a note of whathappened and then move on.When the pool oftalent is narrowed down to the final two candidates, it’s time for theinterview team to come up with homework assignments. An importantpredictor of how a candidate will adapt to your organization’senvironment is to see an example of his or her thought processes,analytical skills, and problem-solving, up close and personal.Effective homeworkassignments are projects of reasonable size and scope that involve oneof the most critical Success Factors listed in your Success FactorSnapshot. The candidate should be given all the support he or she needsto adequately answer the question or complete the assignment. Thecandidate should then return to the interview panel and present resultsand conclusions, and lead a question and answer discussion based on thehomework. No matter what functional area, homework should entailquestioning, analysis, research, and a panel discussion with some formof presentation.While homeworkassignments are “out there” in the hiring world, some candidates mayobject to doing what they perceive as unpaid work.Most Top 5% Talent,because of their self-motivated nature, will be intrigued and embracethe challenge. But if they’ve had previous encounters with unscrupulousemployers who actually do assign homework and go on to usecandidate ideas (even though they did not hire the candidate) you’llneed to reassure them that you aren’t asking them to come up with the“right answer.” Instead, you are looking for a concrete example oftheir approach to problems, their analytical and presentation skills,and their ability to synthesize information.The scope of homeworkshould be appropriate; that is, you shouldn’t ask candidates todedicate forty hours on nights and weekends to solving your mostpressing problem as “homework.” Make it clear at the outset that thehomework is not going to be as deep as the actual job, and that youaren’t looking so much for their answer as for deep insight into theirthought and action processes.For more in-depth understanding of the interviewing process consider our best selling book; “You’re NOT The Person I Hired”If you are considering implementing this process in your company our Complete Success Factor Methodology Hiring System will give you a step-by-step process to help guide you.