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I've tried using the interview as the best way to find the right people, but it doesn't seem to be working out proficient.

People coming to interviews show up with sparkling clean resumes that would guarantee them a job on the spot. Even though it's important to trust and give people the benefit of the doubt, I still feel that they're leaving something out. In the beginning, they always start out on the right track, but a few months or so down the road, things change. Why? What better ways are there to finding people who match the criteria and meet the requirements of my shop? Are there any questions you may use that help you spot the winners and the losers? If you have any suggestions or ideas, please let me know.

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Closing Statement from G Smith

Hello everyone. This is G Smith. I would like to just say thank you for all the useful information and advice you gave me concerning finding very loyal and useful staff. Wish me luck! And again, thank you for everything.

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    Mar 26 2013: You need to structure an interview so that it tests the qualities that are important to the job being offered. This is a major failing in virtually all industries at the moment. Most companies use the same interview structure regardless of the job being offered. It's a bit like using 100m sprint times to recruit for your athletics team even though most of them won't run the 100m. It's especially a problem when a company has proffessional recruiters. They tend to recruit people that make good recruiters. Lets face it in an interview people who are attractive and well spoken with a bit of charisma thrown in make the best impression, but is any of that stuff relevent to the job you're hiring for?
  • Mar 26 2013: When a person fills out a questionnaire or hands in a resume, they will always put themselves in the best light possible. That is also true when you meet someone for the first time with dating in mind. Yup! The two are connected.
    When you interview someone, try asking the same question in various ways. You start to peel away at their personality & their work ethics to get a truer picture of what they are really like and if they would be a good fit for your company.
    The amount of questions you ask isn't important but the right questions are. Including questions about their outside life is important too. Don't get too personal but do give the impression you care about them as a person & not just someone to fill a space. They will respond with the answers you need.
  • Mar 27 2013: I check out credentials but not past employment. I have hired a lot of people that I have been warned against and it turns out I was right and they were wrong. Trust you instincts.
    I listen for people who claim success without referencing the team they worked with.
    Be particularly wary of people who are desperate to move.
    I worry about personality given that I know the people currently working in the department. What will this person do to the mix.
    If the work is unstructured make sure you get a good read on how that person reacts to the news. Also the opposite pairing.
    Don't read the resume, it's bullshit.
    If you are hiring directly from University, what did they do outside of class that is related to the job. If nothing, then consider moving on.
    Find a topic they are interested in and talk about it in depth. Is presumes you know what you are doing and are not a poser as well.
    Talk to the interviewee for about an hour. If after that time you don't like the person, move on. Your department probably won't as well.
  • Mar 27 2013: I remember that the best indicator that a person can do the job is that they are already doing it.
  • Mar 27 2013: I think it is a mutual work.Being a boss you not only be clear if the employee is fit for you but also if you are fit for the employee or not.There is a saying in china:if we aren't in the same road better neither work together too.
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    Mar 27 2013: You have achieved the main thing to know on this subject. Which is you do not know.

    I used to have metrics that I would use as a touchstone to prospective employees, but today it is different.

    You need to get educated on the subject from someone who knows what they are talking about. I have been reading and attending Patrick's lectures on and off for decades. You might want to check his book out. I think it was useful.

    http://www.neweramanagement.com/about/our-mission
  • Mar 26 2013: Are you attracting good prospects?
    Are you offering sufficient compensation?
    What is your reputation as an employer?
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    Mar 26 2013: Are you also contacting their previous employers to check about the strengths and weaknesses they showed in earlier work? Are you considering whether something is happening on the job- work conditions or climate- that you may be unaware of that negatively affects their performance and that you could adjust for the better? Are you communicating to those you hire what the work will be like, or might they be accepting the job with one set of expectations and then finding the work is not at all what they anticipated or were prepared to handle? Have you been interviewing them alone or do you have someone interview with you? I ask this last because someone else might pick up different things from the interview than you do.
  • Mar 26 2013: Interview are not easy and you can find lots of good resources on the Internet about how to conduct a good one.

    One test that can help you to find the right people in e.g. IT industry is to give the candidates a small task to complete either before or during the interview. Then you can assess their skills by looking at what they produce.
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    Mar 26 2013: First of all. People lie.
    Its practically obligatory in todays society because employers often expect far too much in comparison to what they're providing, and everyone knows that anyone else going to that interview will lie themselves..
    If one person is saying 'yes' to every question, then another person saying 'no' won't be the one getting hired, right?
    Even in employment centres you're told that your goal is to get your foot in the door and then once you're in --you can begin minor negotiations.
    Its just a reality.

    The reality is that you're not going to be able to work out who the optimal employee is until they've worked for you for a while.
    Sometimes people lie to get the job, sometimes peoples lives get in the way, sometimes the job turns out to be a let-down and they get demotivated, there are plenty of immeasurable variables.

    Why not just hire people on a (for example) 3-month probation contract?
    After that length of time you'll have your answer and you can either remove them or hire them permanently.
    No one can keep a charade going for 3 months.