And they are great conversation starters to use at holiday parties too:
How would you answer the following three questions about the last employee you hired?
For the complete cnbc.com article, click here.
Even if you are fully staffed, it’s imperative that you block out 60 – 90 minutes a week to interview. It’s the only way to build the bench strength needed to be able to replace departing, mediocre employees with A-players.
I recently read an online article with this advice to all job-seekers preparing for an interview…
“If the prospective employer doesn’t give you a chance to ask questions, at the end of the interview, ask if you may ask one question. That question is: ‘Imagine you hire me and it is six months down the road and you have already promoted me. What have I done to deserve the promotion?’ This gets them seeing you as being already successful in the position.”
Here’s my spin on it for employers…
The interview has gone well and you’re close to making an offer of employment; this is your chance to find out what you can do to manage your new hire the way they want to be managed thus enhancing engagement and boosting retention:
“Imagine I make you an offer and you accept the position with us and it is six months down the road and you feel just as enthusiastic and eager as your first day on the job. What has happened to make you feel this way?”
You’ll never “find” time to recruit and interview so you’ll have to make time. Even if you’re fully staffed, you need to set aside two hours a week for these activities. If no one shows for their interviews, hooray! Now you’ve got two hours to do those important things that keep getting pushed aside in favor of the urgent things.
How questions are all well and good if you’d like to find out about a person’s training and experience. For instance, “How did you learn to do that?” or “How would you go about doing this?”
However, if you’d like to learn more about how the applicant thinks and, therefore, whether or not the person is a good fit for the job, ask: “Why did you learn to do that?” and “Why would you do it that way?”
The original kind of lazy avoids hard physical work. Too lazy to dig a ditch, organize a warehouse or clean the garage.
Modern lazy avoids emotional labor. This is the laziness of not raising your hand to ask the key question, not caring about those in need or not digging in to ship something that might not work. Lazy is having an argument instead of a thoughtful conversation. Lazy is waiting until the last minute. And lazy is avoiding what we fear.
To find out if an applicant has a tendency towards laziness, ask this interview question: “What’s the hardest job you’ve ever had?” Then say: “Tell me why you found that job to be hard.”