By Paul Falcone

"Every harried interviewer is familiar with the risk of throwing out obscure inquiries to a possible worker. You get canned solutions in reaction - and the end result could be a disastrous hiring determination. Now there's a short strategy to discover what rather makes a candidate tick. offered in a convenient question-and-answer structure, this new booklet provides ninety six probing interview questions, plus important pointers on analyzing the responses. It information tips on how to: elicit spontaneous, fair responses; beware of pink flags that are expecting subpar functionality; solicit significant details from reference checking; and rent people who top healthy the organization's wishes. With questions overlaying 17 issues and all kinds of activity openings, the e-book serves as either a prepared reference for managers and a refresher direction for pro human assets personnel."

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He may also border on cockiness and abrasiveness because he may be the type who finds fault in others without objectively looking at himself to find solutions to problems. In short, you may need to cultivate a greater sense of objectivity in this individual by helping him focus on what is right rather than being unduly concerned about who is right. In comparison, candidates who openly accept their shortcomings from an objective third-party point of view will put you and your management team in a good position for damage control once those admitted weaknesses surface.

In contrast, what are acceptable responses that place a candidate in a favorable light? Look for replies that center on the person’s impatience with her own performance, inclination toward being a perfectionist (which could slow the individual down but guarantees quality results), or tendency to avoid delegating work to others for fear that it won’t get done to the candidate’s high expectations. In short, the wisest ‘‘weaknesses’’ are strengths taken to a fault. After all, people who are impatient with their own performance typically have very high expectations of themselves.

A secretary, for example, may come up with the idea of adding a response mechanism to the back of a fund-raising letter so that dona- 14 Interview Questions to Identify High-Performance Candidates tions could be returned immediately (rather than waiting for a fund-raiser to follow up with a phone call). A corporate travel coordinator might find that he’s able to offer travel services to another company, thereby earning small commissions that can offset expenses in your travel budget. Or a training director might see a valuable market for her training programs outside of her company and generate add-on business revenues by offering on-site training workshops to other companies in the field.

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