This guidance describes how to interview candidates by conducting multiple interviews.
Interviewing candidates effectively is the most important thing a manager does. We don't get to say that - "the most important thing a manager does" - but one dime, so when we say it, we mean it.
Unfortunately, interviewing candidates falls under the Christmas rule. We don't do it very often. It's really important to us. Therefore, most of us STINK at it. And to make matters worse, the only way many of us have seen it done is poorly...so with no other model we're likely to repeat doing it that very same way.
This is BAD. This is, in fact, VERY VERY BAD.
To alleviate this, let's learn how to interview others effectively. We start by learning that one interview is never enough. Never, EVER enough, even for our best friends whom we've known for years.
This cast describes how to decide between two good candidates in a hiring situation.
We're NOT going to tell everyone who's trying to decide between two candidates whom they should pick. What we are going to do with this cast is tell you what factors are most effective in determining whom to hire, as well as walking you through a simple process for the decision.
This cast describes how to interview effectively during a downturn, particularly for difficult to fill positions.
When you get to fill a position during a down market, it usually means it's a critical position, and/or one that's been open a long time. Because you're in a buyer's market, it's usually pretty easy to find a good, even an exceptional, candidate. But you have to change how you interview in that situation, and here's how.
This cast describes how to create a simple behavioral interview question.
We believe that behavioral interviewing is the best systemic form of interviewing evaluation a manager can use. There's nothing that even comes CLOSE. Sure, there are those who think testing is important, and we don't disagree. But we also think that a professional manager can, with time and an effective interview process, approximate what amounts to a "test" of any candidate that 'is reasonably certain to be an accurate predictor of future success'. Those quote marks indicate that that is a claim that a popular screening test makes.
The question, of course, is: HOW?
There are two ways. One is to use the Manager Tools Interview Creation Tool, which we're due to roll out shortly for premium members. Answering about a hundred questions on a scale of 1-5, in about 45 minutes, and you get an interview printed out immediately afterwards that is so good some managers will cry about it.
The other way is to use this simple model described in this cast. It works, and it's free.
[Editors Note: The Interview Creation Tool was rolled out subsequent to this cast. You can find it here: Interview Creation Tool.]
This cast explains how to capture interview results in a fast and simple meeting.
One of the things we have learned over the years is that bad hiring is easy, and good hiring is hard. It's easy to hire someone who isn't going to work out - just do one interview, don't dig for details, don't listen to the doubts you're feeling, don't interview for the soft skills.
Of course, this is what happens far too often...and then when there are culture or discipline problems, everyone starts talking about changing the culture, or doing exit interviews. But the answer lies in smarter -- and harder -- hiring.
In this cast, we share a simple way for a hiring manager to make a decision about a candidate. You'll probably hear a surprise or two, so listen in ... and you'll also hear Horstman's Law of Bad Hiring!
This cast is one in a series to be called How to Hire, which is part of our larger set of series on Managing Talent.
- How do I interview someone with only a few minutes notice?
- How do I help my colleagues interview?
- What questions should I ask in an interview?
Have you ever had to interview someone on short notice? Ever felt like you didn't know what to ask, or how to evaluate the answers? You're not alone. Unfortunately, what most managers do is "wing it". And that's more than just ineffective - we think it's wrong. The danger of winging it is not just that you feel uncomfortable, you look bad, and you don't get good information upon which to make a judgment of the candidate. The real danger is that the candidate can tell that you're winging it, and that reduces your firm's chance of hiring the best candidates.
So, what to do? In this cast, we share with you The Manager Tools Quick and Dirty Interview: a few simple questions that always work. There's a lot more to handling such situations, and those will be in our How to Interview series. But for now, when "No, I don't have time" doesn't get you off the hook, this is what to do.