3 tips for conducting smarter interviews

Smarter Interviews3 Tips for Conducting

Hello, I'm Raechel. And I write tips, tricks, and guides.

I’m a systems and strategic thinker. Who likes to make things look pretty.

This series highlights topics that can help an organization decrease their risk of stretch marks as they grow.

Not preparing for inventible growing pains and nutritional requirements can lead to stretch marks. Stretch marks within an organization can look like staff member burnout; lapses in quality or quantity of services.

Choosing a candidate is a big decision.

Arguably, the decisionthat helps your organization move from point A to B.

Send a pre-interview questionnaire.1

To narrow down your top candidates before scheduling interviews, consider sending a pre-interview questionnaire.

This provides you with an opportunity to get a better sense about each person’s skills and experiences. You can also ask what motivated them to apply.

Resumes can only tell you so much.

Skills like public speaking or field-specific knowledge are nearly impossible to assess based on a resume.

Ask open ended questions or request specific examples that demonstrate the key skills you’re looking for.

Ask for a prepared demonstration.2

If you’re interested in a candidate, give them an opportunity to show you what they’ve got. If the position requires public speaking, ask them to prepare a short presentation on a relevant topic.Or if it’s event planning, give them some parameters (purpose, audience, budget) and ask them to prepare a brief proposal. With graphic design, give them some specs and ask for a draft. And so on.

Talk is cheap.

Don’t just ask candidates questions about their skills - provide an opportunity to show their skills.

Having candidates demonstrate their skills also offers insights into their work style and comprehension.

Don’t ask lame questions. Seriously.3

As an entire species can we please commit to never ask that question again? Please. You’re asking the candidate to boast, and then self incriminate in the same breath. Not a good question.

Also, don’t just stick to positive stuff. Ask about their failures and what they learned.

What’s your greatest strength and weakness?

Don’t ask questions that recap what you should have already gleaned from their resume and/or references.

Really think about what you need to know and how the position will impact/grow your organization.

Pre-Interview Questionnaire Prepared Demonstrations

Quality Questions.

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