How to conduct a job interview

by Evil HR Lady on May 8, 2014

Most of us have been through thoroughly horrible job interviews, and unfortunately, some of us have conducted these terrible interviews. But, interviews don’t have to be terrible and difficult. When you’re the hiring manager, conducting a good interview increases the likelihood that you’ll get a good hire. Here are some tips:

Conduct a job analysis before you start asking for resumes. The first step to good interviewing is knowing exactly what position you are interviewing for. The Economic Research Institute just published a new white paper onconducting a good job analysis. They suggest you first interview the person who is currently in that position to find out what they really do. You may be surprised at how much someone does that the boss doesn’t know about. If that’s not possible, break down the job’s elements and look at everything from working conditions (inside, outside, at a desk, on your feet, hot, cold, loud, etc.) to responsibilities (both specific tasks and level of accountability). Is this job one that deals more with people or more with data or more with tangible objects? Is it customer focused or internally focused?

To keep reading, click here: How to conduct a job interview

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{ 2 comments… read them below or add one }

Some guy May 8, 2014 at 5:50 pm

Being realistic?? haha!
Naw, just continue business as usual-pack job descriptions with dreamy, purple squirrel/prince charming wish lists and post it on the internet and pray for someone “worthy” .

I see spinsters on dating sites do exactly the same thing.
(See how that’s workin’ out for them…)

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LTMG May 8, 2014 at 7:38 pm

Badly written JDs often result in selecting candidates for interview who are poor matches for what the employer needs. The result is that selection and hiring takes far too long and consumes much more time of interviewers, interviewees, and HR folks, than is necessary. In this way, an expensive process becomes very costly.

Well-written JDs sharply define the target for internal and external recruiters. Building a good target greatly increases the chances of actually hitting it.

In the past, I have rejected hiring requisitions because the hiring managers and HR generalists did a slipshod job of writing the JDs. Sometimes it took a few rewrites to complete an acceptable JD that I could approve.

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