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Hiring the Best: Manager's Guide to Effective Interviewing and Recruiting, Fifth Edition Paperback – August 30, 2005
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About the Author
Martin Yate, CPC, is one of the foremost experts in the field of resumes, job search and career management. The author of Knock ’em Dead, Knock ’em Dead Resumes, Knock ’em Dead Cover Letters, Knock ’em Dead: Secrets & Strategies for First-Time Job Seekers, and many other career books. Martin has helped millions of people achieve professional success and he can help you too.
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1. Can you do the minimum requirements of this position? (behavioral interviewing techniques follow naturally)
2. Are you highly self-motivated? (more behavioral interviewing ... give me another specific example ... )
3. Are you manageable? Do you willingly pursue the manager/firm's goals? (more behavioral interviewing ... with some sharper questions and pointed follow-up to trigger honest reactions and discussion)
This approach greatly reduces the risk of "hiring errors", especially if you require a team of interviewees to agree that a candidate passes all three tests. The chosen candidate may not be an ideal highflyer, but they will be able to do the job, be low maintenance for their manager and not derail the work of others.
This approach forces hiring managers and HR to agree upon essential qualifications up front, it scripts interviews for consistency, it reduces the allure of only hiring people just like me, it eliminates ethereal discussions about future growth potential, it neutralizes the sparkling personality advantage, it creates some tension and variety that yields more honest answers AND it sets the clear tone for managing the candidate once hired.
This approach also allows you to evaluate internal transfers in a fair way and give priority to them even if external candidates seem to be slightly "more qualified" or to provide internal candidates with clear feedback on what they could do to become more qualified for a position when you have to turn them down.
At the end of an interview, I have even posed these questions to candidates one at a time to give them a final chance to convince the interview team of their qualifications. The very best candidates really shine when the questions are asked directly. They are talented, motivated team-players and can speak to these qualities. The pretenders make faces and sputter!
In the current 10-15% unemployment market, this approach is especially valuable, since it focuses two-thirds of the time on the subjective drivers of success: self-motivation and selfless teamwork. "Can you do the job?" has evolved into a search for who can prove best beyond a shadow of a doubt that they have done every bit of this job repeatedly in the past - a very low ROI approach that leads to the future discovery of "hiring failures" and individuals who do not have another promotion left in their repertoire.
Perhaps the most enlightening wisdom I got from the book was the enumeration of the qualities of a good employee:
1. Ability to do the job
2. Willingness to do the job
3. Manageability of the candidate
Most interviews focus on the abilities of the candidates and stop there. Big mistake! Mr. Yate gives you guidance on evaluating the whole candidate, and in general I like and agree with his advice.
Other good ideas are evaluating the cracks in resumes, phone screening, and lunch. Never hire anyone without checking background, verifying employment and education, and seeing if they can carry on a conversation at lunch.
I draw ideas for interviews from several books, but this one is the overall framework that I have worked from. I feel the style is readable, the length is appropriate, and the content is excellent.