| Are you a smart manager? I bet you are! | | | | producing, high impact projects on your plate. |
| Are you being smart in the interview process? Do you | | | | Take a look at how to conduct an interview basic #4. |
| REALLY know how to conduct an interview so you | | | | Circle it, highlight it and say it ten times out loud. The |
| pick a w every time? Not sure? | | | | candidate should do most of the talking. In ineffective |
| Test yourself by answering these questions with a | | | | interviews the interviewer talks 50-80% of the time |
| yes or no: | | | | which is the exact opposite of what you need to be |
| | | | doing. |
| 1. When interviewing candidates I usually talk 50-75% | | | | Talking too much usually stems from a lack of |
| of the time. Yes or No? | | | | preparation, from moving fast from meeting to |
| 2. I am very supportive, engaging and encouraging to | | | | meeting, a lack of awareness and/or nervousness. If |
| candidates when interviewing them. I make sure they | | | | you are prepared - which means you know what |
| feel good about their answers. Yes or No? | | | | you're looking for and you have interview questions |
| 3. I never push the candidate for clarification if they | | | | ready - you will easily change the habit from talking too |
| give vague answers, I don't want to be too tough. Yes | | | | much to listening more. |
| or No? | | | | Remember this - the candidate should talk 75 to 80% |
| If you answered Yes to any of these questions, you | | | | of the time. In a one hour interview the candidate |
| may want to improve your interview style. What you | | | | would talk 50 minutes, you would talk 10 minutes. |
| are currently doing in the interview may hinder your | | | | Changing this one error - will dramatically change your |
| ability to pick winners every time. | | | | interviewing success. |
| Smart managers have strong product knowledge. | | | | And while the candidate is answering your interview |
| You know the company and you work well with | | | | questions, providing specific examples to your |
| others. You ARE smart. That is why you were | | | | competency, behavioral-based questions, you are very |
| promoted to leadership. | | | | busy too. Even though you are not talking you are not |
| But many very smart managers do not know how to | | | | passively sitting there. YOU are focused on tuning into |
| conduct an interview. When they interview, they often | | | | the candidate by making eye contact, letting the |
| arrive unprepared, talk too much, ask the wrong types | | | | silences stand as needed, remaining response-neutral |
| of questions and base hiring decisions either purely on | | | | and listening aggressively. |
| logic or purely on gut. | | | | If you do items 5 through 9 you will be focused on the |
| Here are nine important basics on how to conduct an | | | | interview, and on what the candidate is saying. And |
| interview. These are things you should do every time | | | | you won't be thinking about the 25,000 other things you |
| you interview. They ARE basic but they WILL | | | | have on your mind. |
| increase your ability to be more effective helping you | | | | You want to allow silence to give the candidate time |
| pick a winner every time. | | | | to think. If you rush through a silence you may miss a |
| Nine How to Conduct an Interview Basics: | | | | great answer or you may miss great insight into the |
| | | | fact that the candidate cannot think of any examples. |
| 1. Start and end on time. | | | | This tells you that he or she may not have strength in |
| 2. Clarify & explain the overall interview process. | | | | that area. Let the silence stand - do not rush through it. |
| 3. Don't allow outside interruptions. | | | | What do you think I mean: Be pleasant, but |
| 4. Encourage candidate to talk: Candidate should talk: | | | | response-neutral (item #8)? |
| 75-80% of the time! | | | | Try this with me: Take a moment now and think of |
| 5. Maintain eye contact. | | | | your child or if you don't have kids, think of your best |
| 6. Use the candidate's name. | | | | friend or a favorite pet. Now imagine that this person |
| 7. Allow silence. | | | | or pet is in front of you and they are trying to get your |
| 8. Be pleasant, but response-neutral. | | | | attention - I want you to smile broadly, nod your head, |
| 9. Listen aggressively | | | | lean in and give this person or pet a big hug. |
| Items 1-3 above are really basic AND are often | | | | THAT is the exact opposite of being response-neutral. |
| missed because smart managers like you are very | | | | Remember, you are in an interview. You are using |
| busy and in demand. Your schedule is ALWAYS | | | | your company's dollars to hire the best candidate. If |
| packed tight and you are always running from meeting | | | | you hire the wrong candidate you could make the next |
| to meeting. (That 'smart-thing' you have has everyone | | | | 6 months of your life a living hell, or at the least very |
| wanting a piece of your time, all the time!) | | | | frustrating. |
| If you want to hire right you MUST make interviewing | | | | As you use this very important how to conduct an |
| potential team members a priority. When interviewing | | | | interview basic - "Be Pleasant, but Response Neutral" - |
| do not sandwich the interview into an already | | | | focus on putting on a pleasant poker face. Pull back |
| overbooked calendar. Find a way to clear some time | | | | your natural enthusiasm - if you have it - and let the |
| before the interview, so you can prepare and plan | | | | candidate work through the interview without a "hug" |
| your interview questions, and after the interview so | | | | from you. |
| you can summarize your findings and plan the next | | | | Now, I know you would not hug a candidate, but when |
| steps. | | | | you over-encourage and jump-in with comments to |
| During the interview you must eliminate ALL | | | | help, the interview is less effective. You are not with a |
| interruptions --- your phone, cell, email and your door. | | | | friend at a bar. This is not that kind of conversation. |
| To motivate yourself to take more time for | | | | This is a cordial and professional interview. Be pleasant, |
| interviewing - keep in mind that turnover costs are | | | | even be warm, but think and act response-neutral. |
| conservatively estimated at approximately 1 and 1/2 | | | | The official definition of item #9 Listening aggressively |
| times a person salary. For example: the time spend | | | | is: To hear with determination and energetic pursuit, |
| interviewing to fill a technical position that pays $70,000 | | | | demonstrating a desire to understand. The Bottom |
| is really a $100,000+ project. Wouldn't you make time | | | | Line: Tune into to what the candidate is saying and not |
| on your schedule to ensure that you don't lose | | | | saying. Pay attention to everything. |
| $100,000 for your company? I think you would. | | | | These nine How to Conduct an Interview basics will |
| Change interviewing to something that you take time | | | | help set the right tone for the interview and get you on |
| to do and plan for, like all the other high revenue | | | | the right track - so that you pick a winner every time!. |