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Finding the perfect employee is like snaring an elusive HR Jungle animal
Don't fall into the trap luring all the other interviewers. A cleverly woven net will allow you to snare the right candidate!
Conducting great interviews is an acquired skill. Even if you've interviewed hundreds of candidates, if you're not asking the right interview questions you're still taking bigger hiring risks than necessary.
Let's face it, interviewing can be nerve-wracking even if you've done it for years. Why? Because your hiring decisions test your own skills and puts your judgment on the line.
Are you leaning toward a candidate simply because s/he has a good personality? Can you differentiate between answers the candidate knows should be correct versus answers resulting from knowledge and experience? Are you able to clearly discern exactly why the candidate wants this position or to work in your company? What happens to your career if you make a bad hiring decision? How do you justify the expense of replacing the replacement?
How many times have you hired someone you thought was perfect for the job... only to regret your decision a month or two later?
It can be hard to admit you made a mistake. Many managers continue to work with the "less than stellar" new employee in an effort to salvage things. The little things become so time-consuming ... the learning curve is three times longer than for other employees, your other employees have become resentful that the new employee isn't yet pulling his or her own weight, and your manager is wondering how you're going to handle this mess.
Admit it, life would be so much easier if you could avoid the pitfalls. Well, there is a way to avoid most of the interviewing pitfalls. Interview at least as well as candidates are learning to be interviewed. There's a whole industry out there teaching candiates the "right" answers to interview questions and the process to ensure they get an offer from you.
Don't you think you should be putting in the same effort? After all, if a candidate doesn't get an offer from your company no one else really knows or cares. If you make a bad hiring decision, everyone in your company knows and it casts a negative reflection on your managerial abilities.
Interviewing skills that result in hiring the best candidate are more than just asking the same interview questions as everyone else and hoping you're lucky with your decision. You need to set the interview "stage." You also need to drill down to confirm the candidate truly has the knowledge you need for the position.
Too often companies seem to assume anyone in a supervisory position just automatically acquires all the skills needed to do the job. Supervisory skills don't happen by osmosis. They are developed with training, experience and, if you're lucky, a great role model.
Meet Your New Hiring Assistant, the
Employer's Guide to Interviewing
Don't put yourself or a new supervisor in a bad position where there is as much opportunity for failure as there is for success. Load the dice with knowledge. Take advantage of the whole interview process by
« asking the right interview questions,
« creating the right interviewing atmosphere,
« recognizing the difference between actual knowledge and generic answers,
« impressing candidates to keep them interested, and
« maximizing your interviewing skills and process.
This book has information about every aspect of interviewing. Discover how to determine what skills, attributes, and experiences the right candidate must possess. Read about the various types of interviewing and when and why each is most successful.
Not only will you receive an example of how to conduct a pre-qualifying telephone interview, but in nearly every chapter you'll find personal insights from an HR professional with years of interviewing experience. For example…
"I have used Presentation Interviews primarily for scientific and sales positions. However, they can work equally well for any position that must be capable of solid presentations. Not only does your company get the opportunity to learn new information, it’s a great way to experience the candidate’s presentation skills."
found in Presentation Interviews, p.22
Know what to expect from a serious candidate and in what ways they should be working to impress you. Then find out what you need to do to impress your candidates. The more you impress your candidates, the more likely they are to stay interested in your company.
Understand the different types of interview questions and why one type may work much better for your company than another. Recognize which interview questions are illegal and if there is a legal way to get that information.
Check out the TABLE OF CONTENTS
(Click on each page to enlarge it.)
Discover how to choose the right interview questions that will:
- give you insight into the candidate's relevant background and experience,
- ensure the candidate has the knowledge you need and knows how to repeat successes,
- confirm the candidate has the skills and abilities required to do what your organization needs done, and
- make you comfortable that the candidate will be a good match for your organization's culture.
750 general and specialized interview questions you can use!
Just in case you have trouble creating relevant questions, you can pick and choose from the 750 questions in the Employer's Guide to Interviewing. There are 241 interview questions in general areas that are appropriate for nearly any candidate. Once you find out about a candidate's skills and abilities, you also need to ask questions that focus on your field or industry. I've included 509 interview questions for various job fields that will give you insight into the candidate's knowledge of their specific position and career path.
| General Questions | Specialty Fields |
|---|---|
| • 66 Questions about the candidate | • 27 Clerical questions |
| • 36 Questions about learned skills | • 10 Customer Service questions |
| • 7 Questions about compensation and benefits | • 64 Financial / Accounting / Investment questions |
| • 25 Questions about working with others and teams | • 52 Human Resources questions |
| • 31 Questions about organizational skills | • 51 IT / Computer questions |
| • 16 Questions about goal setting and achieving goals | • 16 Laboratory questions |
| • 37 Questions to ask supervisors | • 36 Manufacturing / Quality questions |
| • 23 Questions to ask new graduates | • 28 Marketing questions |
| • 40 Purchasing / Inventory Control questions | |
| • 46 Retail questions | |
| • 72 Sales questions | |
| • 67 Teaching / Instructor questions |
You even get a full-length example demonstrating how to select interview questions from the general and specific lists above.
(Order now through our Secure Server and get instant access!)
Understand what an informative answer to your questions should entail (p.56). And how to prepare for the questions a candidate might ask you.
Discover which tests can be given to candidates before you make an offer and which must wait until after an offer (p.65).
Let me introduce you to "Serial Interviewing" and how it can help you hire top candidates, even in a tight employment market (p.69).
You'll even find troubleshooting assistance for those times you have a candidate who doesn't talk enough, provides vague answers, are bored or boring, or other problems.
Reference checks can provide important information… if you know how to ask for it. Discover the secret about references that human resources professionals already know (p.87). Find out how to calculate the correct wage or salary for your offer.
This is a great value just on its own, but it doesn't end here! You will also get the following bonuses…
Bonus #1
Creating Interview Questions
It's not enough to just give you 750 questions without also teaching you how to create them on your own.
You'll see, first-hand, how I am able to look at a job description and create questions just from that document. I even show you exactly which question was created based on which of the required skills, attributes, or experiences found on that job description.
This is an invaluable tool that I've never seen offered before and you won't find in any other interviewing guide.
This isn't lengthy, but that's simply because it goes straight to the point. I know you'll refer to it time and time again.
Just by itself, people would willingly invest $19.95 for this information, but I'm giving it to you free as part of the Employer's Guide to Interviewing package.
Bonus #2
Reference Checking Form
This is a template of the Reference Checking form I have used in the past. It follows the format explained in the Employer's Guide to Interviewing.
Whenever you make calls to check the references of a candidate, you'll want to keep that information on file. Handwritten notes are effective for a short time, but eventually you'll forget what your abbreviations meant or how to understand your shortcut method of writing.
This Reference Checking form ensures you have all the relevant information you need from the reference and provides a format that you can duplicate as needed.
HR forms normally sell for $2.95 to $4.95 but it's your's free because I want you have to everything you need to make your interviewing process as easy as possible.
Bonus #3
Acing Job Interviews
Now, you may wonder why I'm including a job interview book that's designed with the job hunter in mind.
The answer is quite simple… you need to know as much about the candidate's side of interviewing as s/he does.
Of course, you could also use it to help with a future job search of your own. However, the main purpose is to let you see just one of the many resources available to candidates to help them prepare for a job interview.
I have actually sold this book for $12.95, but I'm giving it to you as a free bonus with this Employer's Guide to Interviewing package.
Bonus #4
The Career Planning Guide
This bonus resource guide can serve you well in two ways. It's one more insight into the minds of your candidates. But it's also a tool for you to use with your direct reports.
As much as you might enjoy it or run from it, as a supervisor you are responsible for the career development of your employees.
Although you may fear that career development means your employees will "move on," that's not usually true. Keep in mind that they chose your company and that job for a reason. It may be on their career path or not, but denying an employee's development won't help retain them either. Consider becoming a mentor to them and remember that careers happen over the time it takes to gain the needed experience and education.
Of course, you can use this book to discover how to further your own career, too!
This fourth bonus normally sells for $12.95 but it's included for free with this package.
Become a Master Interviewerer
Invest only $44.95 to save thousands!
That's right, you'll get it all:
- Employer's Guide to Interviewing with 750 interview questions and a detailed breakdown of the interview process;
- Creating Interview Questions to take you step-by-step through a job description so you'll understand how to develop your own interview questions;
- Reference Checking form that will ensure you collect the right information with each reference call;
- Acing Job Interviews that will give you insight into the candidate's side of the interview "industry;" and
- The Career Planning Guide to help you and your employees find both enjoyment and a future within your chosen fields.
Everything is immediately downloadable, so there's no waiting to access this information.
Order this package because you can't afford NOT to have the information this book provides. Hiring is too critical to any organization to not have every advantage at your fingertips. A wrong hire means an added, and unnecessary, expense and a blemish on your professional record.
The cost of replacing an employee equals their annual salary.
Making bad hiring decisions costs more than most people think. Surveys estimate the cost of replacing any employee is equal to that employee's annual earnings. Don't believe it? Estimate your costs by considering the following wasted money:
- Salary costs for the time spent writing or updating a job description.
- Salary costs for the time spent writing and placing help wanted ads.
- Advertising costs for the help wanted ads.
- Salary costs for the time spent opening, reading, and distributing incoming resumes.
- Salary costs for the time spent reviewing all the resumes and determining which candidates might be worth contacting.
- Salary costs for the time spent calling viable candidates and further qualifying each one.
- Salary costs for the time spent filing away the resumes that weren't viable.
- Office space costs for maintaining extra file cabinets to hold all those resumes (by law, you need to keep those resumes for two years).
- Salary costs for the time spent scheduling interviews with each candidate and each interviewer.
- Salary costs for the time spent by each interviewer reviewing the resume, prepping for the interview, interviewing each candidate, and reporting back to the hiring manager.
- Lost production costs for the time each interviewer spent interviewing instead of doing their normal work.
- Salary costs for the time spent authorizing a pre-employment drug test and background investigation.
- The expense of the pre-employment drug test and background investigation.
- Salary costs for the time spent preparing an offer, getting the offer approved by management, and making the offer.
- Salary costs for the time spent providing employee orientation for the new employee.
- Salary costs for the time spent submitting benefit enrollment forms, adding the new employee to the database, creating an employee file, and adding the new employee to payroll.
- Salary costs for the time spent training the new employee.
- Lost production costs for the time those employees spent providing training instead of doing their normal work.
- Lost production costs for the time it takes the new employee to get up to the same speed as the previous employee.
- Lost production costs for the time when no one was in that position because the previous employee was gone and a replacement hadn't yet started.
- Overtime wages for the time hourly employees had to work late doing the work of the employee who left or because the new employee is still too slow.
There is no way you wouldn't be affected by these costs unless your company skips one of the steps. Of course, the cost is also avoided if the people involved in these steps are merely sitting at their desks doing absolutely nothing else until the next opening comes up.
Take action now ...
increase your interviewing skills,
lower your recruiting costs, and
know you're hiring the best!
Click Here NOW to download your copy!
100% Risk-Free Satisfaction Guarantee
Your satisfaction is very important to me! Download your interview materials immediately and take up to 90 days to read through it. If you aren't 100% satisfied, I don't expect – or want – to keep your money. Simply send off a quick email to me and I'll happily refund your money in full.
You've read this far so I know you're interested. You just need to take that final step and place your order! I know you'll be excited about the amount of time you'll save and the quality of the hires you will make as a result of this information.
Sincerely,
Ms. C.J. Westrick, SPHR
P.S. This is a very low investment that provides a return of thousands of dollars in savings by showing you how to hire the right candidate the first time. You can't pass up this no-risk opportunity! Order right now!
P.P.S. Just think! You’ll never again suffer through the pain and hassle of trying to create interview questions by yourself. Now, you can choose from 750 interview questions practically handed to you on a silver platter. You simply choose the appropriate categories and questions … and you’re ready to interview in minutes!
Email: cj@HRjungle.com
Mail: P.O. Box 17301, San Diego CA 92177-0301
Phone: 858.344.9015