Job Interviews: An Interviewer's Guide

Employee interview is one of the most dreaded activities an applicant goes through when applying for work

. But unknown to most, some interviewers are just as pressured as well during interviews. The burden of finding the right employee lies in their hands. The brunt of working with the "wrong" person might be too heavy a burden for an already heavily loaded and burdened work team.

TO avoid scenarios such as this, here are the 3 main areas you as an interviewer have to cover during interviews for a better interview selection and harvest:

Background/ History: One must never forget to ask this most common question during interview for multiple reasons. One, background information is the safest topic one could expound on and thus, would greatly help in easing interview jitters and tension. This is a way to "start the ball rolling", so to speak. Secondly, familiar and "safe" topics would immensely help in making the applicants comfortable and candid, paving the way later on for the interviewer to see if they are still being forthright in answering questions fired at them. And that would be a very handy tool if one is to penetrate the veneers of truths and half-truths applicants usually surround themselves with before interviews.

Three to 5 year plans: Some would brush this aside as one of those "generic" interview questions deserving also of generic answer and attention. But the truth is, this question gives a good glimpse of the career persona of the person before you. Persons who have a good idea of what and where they are to be in the years ahead aren't bound to get confused, disheartened, and easily discouraged; and thus wouldn't be a burden but instead, a very welcome addition to any team.

Traits/personality: questions like "how flexible are you", "how like able are you", "are you an initiator" or any question geared towards specific traits you believe crucial to your team or the organization would be good sieves in segregating the "hire-ables" from the "avoidable". To start with, change is unavoidable and flexibility is something you ought to be able to count on from your team. There are applicants who openly say they have ways of doing things and don't like change---inviting them into your team is like inviting as well impending disaster. Steer clear of them. On the other hand, likability is another thing you might want to look into considering you are hiring new team members who would work with an already formed and functioning team. If your new-hires are so full of themselves, such know-it-all, stubborn; you might just be hurling stones into your placid lake of day to day operations. And these unwelcome ripples are the last things you need to disrupt much needed peace and harmony in your team or organization. Lastly, persons who could work with minimum supervision, who could initiate projects and find solutions to problems, who could stay calm and restore calm in the midst of pandemonium; are the ones you should keep. They will serve as good, dependable assets for tough times ahead.

Now, you ought not to limit your line of questioning to these areas. But these serve as good "basics" for you to cover. Background/history allows you to look into the person's past as well as foundation. The three to five year plans give you an idea of their direction. The traits/personality questions reveal who these persons are and let you gauge if they are worth inviting aboard. Though there's no perfect screening recipe, summation of all answers given should provide adequate basis for your selection. Employees are one of your business resources. It is a good investment move to choose them well. Remember, good investments yield good profits.

by: Jeff Jackson

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