Beyond The Image: Hire The Right Person

Many applicants enter the interview room cool and cocky, highly capable and dressed to impress. Yet for all their charm, wit, and way with words, they may just be putting on a show.

They may not be the right person for the job.  

As attractive as these traits are, they won’t necessarily lead you to the perfect hire; in fact, they can even get you into trouble. The wrong person can lower productivity, impact morale, and increase turnover, not to mention cost you extra financially.

Instead, what will lead you to the right person is a set of solid, sound interview principles. These are the ones that really help hit the mark. They show if someone really deserves to be shaken hands with and told, “Congratulations, you’re hired!”   

Interviewing: Getting Beyond The Image shows you these interview techniques are. Of course, these are not the be-all and end-all of solutions, but they can help you weed out the flashy rest and hire the deserving best.

1. Review The Current Position Description

            Don’t get sidetracked by irrelevant details. They may be confident, but that’s not really what’s at stake here. You need to know the “KSAs” (Knowledge, Skills and Abilities) necessary for the job. Structure your interview in such a way that you can answer the question, “Can they do the tasks, or would they simply charm their way as they go along?” Needless to say, you should check the applicant’s resumé against the KSAs. If there are “gaps,” or you need more specific information, ask.

2. Build Rapport First

            Before you ask these questions, however, put the applicant at ease. Set aside the thought that you’re testing how if they can keep their cool when you’re aloof, lofty, intimidating, aggressive, and business-like.

3. Be Sparing With Informational Questions

            These types of closed-ended queries (answered with yes or nos) should be limited, because they don’t tell you much about a person’s practical abilities. Besides, the answers to closed-ended questions may already be in the resumé: major, last position, etc. Ask open-ended questions like, “What are your feelings about supervisors?” and have them elaborate.  

4. Be Lavish With Behavior-Based Questions

            These questions are one of the best indicators of future job performance. They help get behind the masks that people wear. Of course, making up stuff that you did not experience can be done, but it is quite tough. Lack of knowledge will really show. A specific technical question or two can tell you if the applicant really knows what she’s talking about. Examples of behavior-based questions include something like, “Tell me how you initiated marketing projects,” which can give you an idea of an applicant’s marketing philosophy and strategy.

5. Finish It Up With Situational Questions

            Finally, present a potential situation or problem that pertains to the job and ask the applicant how they will solve it. This method helps you zero in on the one important fact: whether the applicant really has what it takes to get the job done. An example might be, “Our factory contains hazardous materials. What would you do if one night, you came across a chemical spill on the factory floor?”

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