Growing Great Companies


Courting the Superstar Candidate

page 2

2. Relationship Building During the Interview

Once you’ve laid the proper groundwork prior to your face-to-face meeting, your next focus is to keep the momentum going with a great interview. It’s a chance for you to sell the candidate on the company, the position, and the community (if it’s a relocation). But beware – the psychology of interviewing can get very complicated. Keep it simple and remember that your most important task is to continue “courting” the candidate, and selling him or her on the opportunity to work for your company.

“Sell” the Company

People/candidates tend to make decisions based on emotions and then defend them with logic. Think back to the last time you interviewed for a position. What information was most important to you? During the meeting, be candid and offer information that will help the candidate feel good about the position. It is also vital to allow the candidate equal time to ask questions that are important to them, and address related issues that may affect their spouse and family.

Take the time to think through the most likely questions you would expect to be asked during the interview. Be prepared to answer these following 10 most commonly asked questions:

  1. Why is the position open, how long has it been open, and why haven’t you filled it until now?
  3. How would you describe the company’s stability, are you for sale, reorganizing?
  5. What is the hot news on the street about your company, both positive and negative?
  7. How would you describe the corporate culture and/or political landscape here?
  9. Why do you like working here and where do you see yourself in 3 to 5 years?
  11. Describe your background, interests and management style.
  13. What is the greatest challenge you expect the new candidate will face in this job?
  15. What are the growth options in this job? Can you share any past promotional success stories?
  17. How do you feel about me as a candidate based on my resume and this interview?
  19. Where do we go from here and how quickly can you make a decision/offer?

Behavioral Interviewing Techniques

After you’ve done your best to “sell” the company to the candidate, now it’s their turn to “sell” themselves to you. Behavioral interviewing is the best way to determine which candidate is the best fit for the job.

Behavioral analysis is based on asking open-ended questions using who, what, when, where, why and how. They are questions wrapped around evaluating talent, work ethic, courage, ego, persuasiveness, etc. The key to making this work for your particular open position is to predetermine what behavioral traits you need for the ideal candidate and what traits you’d like to avoid. For example, a sales professional needs to be persuasive and have a lofty ego, whereas a process engineer may not. However, a process-engineering manager would need to be more persuasive than an entry-level engineer. Evaluate the open position based on the traits needed, then design and select questions that will drive the interview in that direction.

Top Interview Questions

To assess candidates on the following behavioral traits, formulate questions that ask candidates to demonstrate when they have exhibited desired traits. For example, if you want to know how creative a person is, ask a question like, “How have you been creative in your work in the last 60 days?” Or, “Describe a project you worked on with very little direction that you’d describe as a creative project?” Below are some of the more important traits to explore in an interview and some “qualifiers” for each trait.

Intelligence — Analytical, Conceptual , Creative

Courage — Willingness To Disagree, Perseverance, Stand Up For Belief

Communicator — Clear and Concise, Complete Answers, Listing Skills

Work Ethic — Commitment, Pride, Desire To Lead

Ego — Self Confidence, Self Reliance, Presence

Resourcefulness — Creative, Flexible, Low Supervision

Get Things Done — Focused/To The Point, Solutions Oriented, Goal Oriented

Persuasive — Empathy, Desire To Convince, Problem Solver

Leadership — Responsibility, Team Player, Proactive vs. Reactive

« Page 1
Page 3 »