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What to Ask Before You Hire
by Patricia Fripp
| Few things can waste more valuable time and
resources or cause more morale problems than mismatching
the person and the job. As a busy executive, you
want to get the most out of your people while
protecting your investment in their training.
Good employees turn up, not by magic, but through
good hiring practices, and smart hiring starts
with smart interviewing. After you've asked
the usual "resume" questions -- job
history, education, salary expectations, etc.
-- probe your prospect with questions that will
illuminate their hopes, goals, inclinations,
and reservations. |
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1. "Tell me about yourself. All
the exciting and interesting things."
People offer revealing replies to that question.
So many people, even some top executives,
say, "Oh, there's nothing exciting about
me." You learn a lot about people's self-esteem
when they answer that question.
2. "If you could wave a magic wand
and create a perfect environment to work in,
what would it be like?"
Suppose the potential employee answers, "I
don't like to have someone breathing down
my neck. I like to be left on my own, to make
up my mind how to do things." You know
immediately that this is the wrong person
for a job that's heavily supervised. (Choose
someone who says, "I enjoy a lot of feedback"
instead.)
Consider both the demands of the job and
the working environment. If a quiet, personable
individual replies, "I love working with
people, but I'd like to have my own space,"
be sure that's possible. Work areas quickly
become private domains, and rightly so or
people wouldn't take pride in them. But if
the job requires sharing a table with the
coffee machine, your employee may not last
or do the job well.
3. "Describe the best boss you ever
had. What made him or her so special? Describe
the worst boss."
If the description of the worst boss sounds
anything like you, you know that person won't
be happy working with you.
4. "What's your hobby?"
There are many questions the law does not
allow an employer to ask -- whether a person
is married for instance. But you may want
to know something about a person's private
life to determine if the hours or job demands
are going to stressful. For instance, if you
need an employee who is bright and alert at
an early hour and his hobby will keep him
up late on week nights, you both may have
a problem. Or if her hobby requires occasional
time off to participate, the time to discuss
the appropriateness of this is now.
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| Some Questions to
Ask Yourself
Before you sit down with a potential employee,
ask yourself:
5. "What am I offering this person
besides money?"
What opportunities for growth, excitement,
achievement, and fulfillment go along with the
paycheck? Enthusiasm, motivation, and persistence
are rarely proportional to salary. Often they
are in inverse ratio. (Why else would anyone
choose to be an artist, performer, teacher,
or writer?) Self-motivated employees are great,
but it never hurts to spotlight some incentives.
But once you've got the right people in the
right jobs, your own job still isn't over. Ask
yourself:
6. "How do I keep my people highly
motivated, productive, and eager to come to
work in the morning?"
Your answers can be critical to a happy, productive,
low-turnover organization. Here are some suggestions.
Start by making the job fun whenever possible
to keep employees from getting stale. Share
the big picture with them, so they realize their
contribution is part of an important whole.
Solicit their feedback and act on it to prove
to them that they are really making a difference.
Then watch your people respond with hard work,
loyalty, and enthusiasm. |
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| Patricia Fripp, CSP, CPAE is
a San Francisco-based executive speech coach,
sales trainer, and award-winning professional
speaker on Change, Customer Service, Promoting
Business, and Communication Skills. She is the
author of Get What You Want!, Make It, So You
Don't Have to Fake It!, and Past-President of
the National Speakers Association. She can be
reached at: PFripp@Fripp.com, 1-800 634-3035,
http://www.fripp.com |
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