WHAT TO LOOK FOR IN JOB INTERVIEWS


	Even though interviews are a vital part of the staffing process,
many Hard@Workers aren't quite sure what they're supposed to be
looking for as they talk with candidates.  Such uncertainty gives us
little more to go on than instinct, and leaves hiring the right person
largely up to luck.

	But it doesn't have to be that way.  In Hire the Best . . . and
Avoid the Rest (AMACOM, 1993), author Michael Mercer explains
how to prepare for and conduct interviews that give you the
information you need to make the best decision possible.  Here are
his suggestions:

IDENTIFY CRITERIA FOR SUCCESS

	Start by analyzing the job to determine six to nine qualities an
employee would need to truly excel.  Establishing these criteria gives
you something more substantial to go on than simply whether you
like or dislike a candidate.  Chances are, you'll like more than one of
the people you talk to; the job analysis prepares you to determine
which of those nice people is best prepared to succeed.

	To  determine appropriate criteria for the job you're trying to
fill, consider the examples in the following categories:

	INTERPERSONAL SKILLS.  Friendliness, assertiveness,
preference for working in teams (or alone), verbal skills,
persuasiveness, tact, candor.

	PERSONALITY TRAITS.  Persistence, creativity, following rules
and procedures, handling obstacles well, optimism, high energy,
emphasis on feelings (or on facts), poise, being a self-starter.

	MOTIVATION.  Desire for achievement, high earnings, helping
people, doing creative work, power, increasing knowledge.

	LEADERSHIP.   Skills in planning, organizing, delegating,
motivating.

	TECHNICAL APTITUDE  The extent of the applicant's specialized
knowledge, and skill in putting it to use.

	THINKING STYLE.  The tendency to think in a way that's
organized, detail-focused, big-picture oriented, objective (or
intuitive).

	A sales position, for example, might call for assertiveness, a
preference for working solo, persuasiveness, the ability to handle
obstacles, optimism, high energy, being a self-starter, and a desire
for high earnings.

	You can add your own criteria, of course.  The point is to make
a list broad enough to include key skills, yet specific enough that
you're not looking for the All-Purpose Perfect Employee.  You want
someone who'll do well in the particular post you have available.


BASE INTERVIEWS ON YOUR CRITERIA

	Use your criteria to form questions that let candidates give you
the information most relevant to your hiring decision.  You can also
use the criteria to sharpen your assessment of each candidate's
replies and nonverbal behavior throughout the interview.  Mercer
offers a number of examples:
	
Criterion:  Working with other people.

Ask:  "What's most important to you when you work with people?"
Look for:  Enthusiastic facial expressions when talking about working
with other people.

	
Criterion:  Persuasiveness.

Ask:  "Describe a situation in which you got people to change from
the way they were doing something to the way you suggested.  How
did you accomplish this?"
Look for:  Answers that satisfy you on a potentially controversial
topic.


Criterion:  Creativity.

Ask:  "In your previous job, which tasks let you try out new ideas or
ways of doing things?"
Look for:  References to completing tasks without always following
established procedures.

	
Criterion:  Poise.

Ask:  "Tell me about some high-pressure situations you've
experienced on the job."
Look for:  Self-assurance and apparent enjoyment of the interview.

	
Criterion:  Desire for achievement.

Ask:  "What are some of the objectives you've tackled in your current
job?"
Look for:  Responses that get to the point readily.


TAKE NOTES

	Create an interview guide that will remind you of the criteria,
prompt your questions, and give you a place to make notes so you'll
remember your observations from each interview.

	The guide should have blanks for the applicant's name, the job
title, and the date.  Include the questions you plan to ask each
candidate.  Then list your criteria, with a place for ratings and notes.

	A simple rating system will work best.  For example, you might
use a simple up, down, or sideways arrow to note whether responses
strike you as positive, negative, or neutral.

	Remember to probe for specific examples of candidates'
previous tasks and assignments.  After all, past performance is
generally the best indicator of future performance.  And by
thoughtfully organizing yourself to note relevant information in job
interviews, you'll be doing your best to make sure the performance of the
candidate you hire will be outstanding.

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