High-Impact Interview Questions

701 Behavior-Based Questions to Find the Right Person for Every Job

 High-Impact Interview Questions

Author: Victoria A. Hoevemeyer
Pub Date: September 2005
Print Edition: $17.95
Print ISBN: 9780814473016
Page Count: 192
Format: Paper or Softback
e-Book ISBN: 9780814429112

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Excerpt

Introduction

If there is one thing almost everyone who has conducted an interview can agree on it's probably that they would rather have every tooth in their head extracted without the benefit of anesthesia than conduct an interview. OK, so it's probably not quite that bad. But, most people don't like conducting interviews (with the possible exception of those individuals who believe they have an innate talent for interviewing). One of the reasons people have given me for disliking interviewing is that they are already so overworked that they see interviewing as just another imposition on their already over-full schedule. They wish there were a way to make the whole interviewing process go away.

The recruitment process is one of the most important tasks any hiring manager will undertake. Unfortunately, very few hiring managers have ever been taught how to perform this critical task well, which is probably why so many dislike having to do it.

A bad hiring decision will not only affect the hiring manager directly, but may also have repercussions throughout the entire organization. At the very least, a bad hiring decision has the potential of:

* Negatively impacting the hiring manager's day-to-day operations

* Playing a critical role in determining his team's ability to achieve their annual goals and objectives

* Creating havoc with other tactical and strategic directives

The impact a bad hiring decision has on others cannot be ignored either. Within the organization, it can lead to aggravated or irritated coworkers, low morale, and additional training time. A bad hiring decision can also have a negative impact on customer service--and potentially even on customer retention. And this does not take into account the time and other resources that could be lost if the employee needs to be terminated and the time that will need to be invested in filling the position again.

I wish I could say that this book is going to take all of the pain out of interviewing, or that it will result in a great hire every time. Unfortunately I can't say either of those. What I can say is that this book will provide some anesthesia to the pain of the interviewing process. The anesthesia comes in the form of competency-based behavioral interviewing (CBBI)--which is not anywhere nearly as cumbersome, intimidating, or complicated as it may sound.

CBBI is simply a structured interview process that focuses on gathering specific, job-related, real-world examples of behaviors the candidate has demonstrated on previous jobs. Because of its focus on competencies, CBBI minimizes the impact of personal impressions that often result in bias during the interview and, as a result, in subjective hiring decisions. The focus of CBBI is not only on matching the candidate with the technical, special, and functional skills required for the position, but ensuring the candidate possesses the competencies for success in the position and the organization.

While this book examines a variety of issues relative to the recruitment process (e.g., telephone screening interviews, making the hiring decision), the focus of the book is on the CBBI questions themselves. This is because one of the primary reasons people cite for not using CBBI is the difficulty in coming up with good, relevant, appropriate questions. This book takes the time, confusion, and complication out of the equation. Once the competencies for the position are determined, it is simply a matter of turning to the list of sample questions for that competency and selecting the question(s) that best solicit the type of information you need on that competency to determine whether or not the candidate is a good fit.

So, if you are looking for new or better ways to predict the on-the-job performance of candidates, to reduce the percentage of "bad hires," or simply to enhance your current competency- or behavior-based interviewing process, you've come to the right place.

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