How To Interview Candidates Like A Boss
Today’s session: how you can interview candidates more effectively
[00:00:03] Hello everyone. Hi welcome says one cast titled Seven secrets interview candidates like a boss. Before we start our session. I'd like to go through a few housekeeping notes. The first is that everyone in the line is muted. So you're not able to be audible on today's podcast although you will absolutely hear Speaker. But if you have any questions please feel free to chat your questions in the chat module I just all panelists chat module looks like this image here that appears on your screen. If you'd like to share any learnings from today's Webcast use #hiretowin to win again hashtag #hiredtowin. And for a copy of our presentation as well as recording that will be sent to you via email after the webinar so please do keep an eye out. And finally at the very end of our webcast we will be showing you a link that leads to a survey please you fill up a survey and provide your feedback on the things that you like the things that you like to learn more about. That way we can make your experience and content we develop more cater to your needs. Now without further ado I like to introduce Cory Eustice to you since he's a talent director of heart and he is our subject matter expert for today. Welcome Corey thank you.
[00:01:23] Morning everyone. Hope over afternoon wherever you are. So like Sue said I am the talent director at Hart. I've been doing this for about ten years almost before that I actually ran a staffing agency primarily focused on technology engineers and everything around software but I've focused a lot of my time and effort around becoming somewhat of an expert at this trying to be human capital strategy, practice it or things like that searches how hard they oversee and manage a strategy through their programs. So hiring onboarding as well as maturation of our team. So we build a health and fitness technology health in a software application we get in Anaheim California. And I work on leadership training programs as well.
[00:02:18] So if anybody has any questions I mean otherwise we will get started. Today's session is going to be building out an effective hiring process.
[00:02:31] So it's not necessarily that you need to have a talented team or even a recruiting team to do it. Obviously the more people the better of 0% interview and it is a good thing. But in this session you will learn these seven secrets to intervene can't like a boss that will cover any page.
[00:02:49] So what that encompasses actually setting up your hiring process is that what you really want to look for and how you want to target that interview execution. So how to develop actual plush and strategic initiatives around your hiring and what you're looking for to actually tie back to the original planning stage. How to interview candidates. If you can it what can centers what not to look for why it really is a red flag and let's partner red flag. It's a further discussion. And then lastly we've got these examples of just some of the top interview questions that CEOs ask candidates as well as some of the questions to be asked in the first couple start with the report that most leaders take on. And again I will say that I don't think that any of this is 100 percent always the case. So these all these things is basically a framework or a blueprint for what you need to build out. And then how you treat it for yourself is really better because the visionary process by your company. So in the pre planning stage you need at yourself in execution as well as the possible additions.
The planning stage is the compass to your process
So first of all look at the planning session which identifies the current brand. So what do you want a candidate in about here energy profits? What are you wanting to think about your company? What detail do you want? What do you not want from a candidate? Identifying benchmarks meaning what are we looking for really from a candidate versus just how well they can interviews defining those benchmarks and actually capping interviewed. Similar over the execution side of it. So breaking down promoting the job how to get that up to your network as well as by other people that were conducting the phone screening was to ask why not ask how to get the on site interview how to shape it. What can it support as well as any type of homework assignment a challenge in a difficult? And lastly we're going to actually evaluate to the interview. So how do you evaluate certain questions? How do you measure subjective measurements and how do you follow in on the right there you see that there are a couple different forums. Yes we have now have access to it and it's great that it can take it in take examples as well as evaluations this year company happens to use a tracking system like greenhouse which is actually built into the software so the first stage in the planning stage this is really where we like to think about that setting a true north for your interview process. So making sure you can stay on track of a strong foundation for your interview process. That way you don't get caught up in it. The is that people I'm friends with on the weekend but you know and I work with every day in the city to really focus on what's important to their vote and less so the person sitting in of the. So. First what we like to do here. And what I recommend everyone do which I do understand a lot of people on this call don't necessarily have the time. He has also a lot of work that we all have plenty of time so I know this is more work than and a typical interview process but I guarantee you if you take a little time is really no more than an hour or two to set this up from what you want it to look like for each role he will give you a lot more time to spend with the candidate on feedback on actual interviewing. And at the end of the day it makes your hiring process more beneficial for the candidates which is where you should be focused at all times. Because at the end of the day the candidates are the ones that dictate the market. So just keep that in mind as you do in these show as we go through this you will see the perfect candidate importation of paper down below that actually examples of each one. So you can follow that.
What do you want your brand to be, and what do you want your talent brand to be?
[00:07:09] But some of the questions you should ask yourself what do you want your brand to be and then what do you want a brand to be. These are two different things.
[00:07:20] When we evaluate it this is part we look at what our brand meant to the communities and what we want in our time to be and we want it our brand is one thing but our brand. We made actually mirror our internal brand so we really focus on growth here.
[00:07:37] We focus on transparency agents getting the feedback saw interview process is actually a way to reflect that in our talent brand to take advantage we'll get into that later and then because that's what companies are strong and inspiring. So we did a lot of research around Google Facebook interview to see how we'll get interviews to scale. Also how others interviews and just looking at overall how the company that has been around in consensus for a long time. And then taking what we work forward that's for us actually to that's our process.
[00:08:14] So do you want the metrics of set candidate with innovation always innovating workers versus shopping. Those are all different things to identify what that was like at the start. Otherwise you get off track.
[00:08:29] Let's get into detail what you want and don't want in a candidate.
[00:08:35] What are the 5 to 10 essentials to you and the company. And then we're off to the five to ten essentials for that role. So maybe you have a team for people on it already and you just need people that are workforce's to get the job done. Those candidates will come across typically as more introverted and say you don't want to look for extroverted traits. And then on the contrary like having the upside would obviously be that. So really identify what essentials are for you with company and where the essential thing for that role.
[00:09:09] I would recommend staying away from things that are inherently good person so trustworthy honest nice polite. Those things you don't need to measure you know them when you meet them so that you can identify how if someone is complacent, passionate to different leadership look at those type of things and we'll get into that in the later stages.
Determine what your company doesn’t want, and identify benchmarks
What are the things you and the company don't need to do? Absolutely. A can it can a candidate not have in order to be successful. Sets of doesn't mean any challenging marketing than quarter fit it. I would recommend that as you shake it is essential. You look at them more as over all measurements. So when I see a lot of companies do want to compete. When I worked for an agency that they would say they don’t have a year experience.
[00:10:11] Or those that really matter can be security expansion specific skills that maybe they actually have a deeper depth of knowledge that other candidates maybe they don't take this as a grain of salt. And don't think of any one thing above and beyond but each one uses a different measurement in the prophet to identify the right candidate. And that would be what are the benchmarks identifying benchmarks far numbers of years of experience past tenure management experience and successful companies. These are more benchmarks for you can enter you for less. So if you're interviewing for an accounting office you have to have someone that has a CPA that's not a benchmark. That has to be so would be more of an essential service as a benchmark.
[00:11:01] Someone needs a certain type of certification.
[00:11:05] Obviously those are the benchmarks are more what have they done in the past experience. How can much time have they spent in the manager role, of that part of how they have spent leading large projects or product. Look at those type of things in benchmarks and then beyond that defining what those benchmarks are.
[00:11:27] So what does relevant experience apply. What does it mean to be passionate about something? How do you identify leadership?
[00:11:37] How do you measure how well they code, build a certain software. However they start looking at all of the different things and partaking the things that you've seen for your company that has been essential for someone to be successful in a given role. If you have five salespeople three of which are job two which are so so identify the things that make the people better don't say well that's Jim over there he's really good looking. What makes him good look at what makes a great seller. Again looking at whether it's 10 year acquisition marketing across channels that's very specific skills sets a look at some video you get one thing or another but at the same time not sacrificing what you really need.
[00:12:26] Something that you should definitely identify with out here just say a reason for leaving. Why is a candidate leaving a role? They certainly were they're currently working. I can tell you a lot about what they are there. Again it's the point of this is I would say. So it's not something that sits like that it should be from the standpoint that you're looking at it in other measurement points in the overall candidate.
Craft interview questions that get to the heart of what you’re looking for in a candidate
And then lastly once you've done that the overall interview question.
[00:13:03] So how do you select how do you test for application. How do you test for skills? How do you test for experience? These are all things this team as a company and what specifically to be successful in hiring.
[00:13:20] It was that leadership we looked at accountability. We've looked at another theme loyalty the more so if a team is struggling.
[00:13:32] How likely is that poor and jump in and beyond where their go. On the other their actual role. So the things that we have to do is working for leadership.
[00:13:42] What defines us. What defines a leader. And then once the ancillary efforts follow questionnaires give us some example of how you have exemplified those traits. When you ask them how they solve a certain problem or what is engines look at taking a chance on something each how they answer questions do they ask somebody they answer from a standpoint of either this idea that they talk about it being more humble.
[00:14:10] So a lot of the ways of how can I answer some of these questions and will go a long way in actually helping you evaluate the candidate.
[00:14:19] So some tips on we always recommend no matter what always document. A lot of times we'll start doing something and you get a great idea you get down. So with all the knowledge around the whole and then all of a sudden you come back to the next day and I have no idea what I was thinking and starting over. So make sure you're always documenting the what why and how you ask a question and try to ask the same or similar questions across candidates you want to give them some type of foundation.
[00:14:53] Point I guess I would say that you can actually track candidates. We actually have a fab five is what we call it. So internally during the technical phone screen and by technical I don't just mean from a technology standpoint but it just means your skill sets are really disciplined. We have a set of five questions that every single candidate for that role will be. No matter what. It doesn't even if that's the only questions are asked. It just means that the same questions that give you the baseline for going beyond and above going that. That way each is getting a fair shake and they will feel like they're actually getting that comparatively equally to other candidates the next is actually an execution subtracting strategic interview questions.
Crafting an action-oriented question
[00:15:47] So if that is how do we objectively measure injective traits. So an example to be it. Actually it's an action oriented question how do you identify if one action oriented. What that means is that we hire employees to take action and take chances. We talk about failing fast and fairly often there more often leads to success and more confidence or generating new ideas. It's just a few ideas though that you in a group setting if you're working with the team and one person in is doing all the work no one will learn anything. But if perfect employers are constantly pushing themselves and going outside of the box outside their comfort zone will often lead to new areas that they never thought were even there.
[00:16:40] I can personally attest to this that as a talent person my team is that I was really focused on the interview processes and how that works and how I knew they would work. Now what I didn't realize is that it was someone or people that were engineers or marketing or in our support department that found that I was looking at from a very new sort of I guess a very many set of reasons. I was looking at an idea and when I started seeing what people were never actually working talent it gave me new insight on the actual process and they gave it to a place that they wouldn't have said it was going to for a large reader interview process for us to identify. So didn't create a stagnation which saving employees will make your company money national and company as well. The status quo does not get you from here. So that question can be disruptive and we took a chance in your current or past role. From there that idea sets forth behavior and how did you handle the situation.
[00:17:48] I love this question and I ask every single candidate interview.
[00:17:52] It tells me so much about a candidate and it's interesting that it's actually not this original question. It's the follow up question that's always up to them what the failure was or what is successful in it and how you could change. If they answer, well we did this. We did that. We can see an incentive because they're certain about that. That's a red path because you want someone to take ownership from the same time and be humble about it. So it is a given text again as I said earlier whatever the questions were once they get through that striving for success or failure.
These questions help you hone in on the character of a candidate
[00:18:27] The immediate question is if you had a chance to really get if the person really has a chance maybe they will take it every single time because they would not be where they are if they hadn't taken a chance.
[00:18:40] Now if they're not taking the chance over and over again it doesn't that there's another looking at I am learning from my mistakes. I took a chance by touching a hot stove and then kept touching it over because they like taking chances. But there are aspects which take any chances and you learn every single time you're doing it. So this is a really big question I think we have everything else and it does a really good job for us of identifying that information.
[00:19:16] And that's worth getting someone to look for. Did it provide assistance answering to create a famous example. A lot of this can be around detail oriented measurements. Actually look it's empty out.
[00:19:28] The answers are have to this can be indicative how to communicate overall and in order to make it sound as if he was questioned I will say Make sure you realize that you are interviewing a person they are stealing one of the huge variance from what Kenneth did though just because they don't answer the question for air they go very deep in a conversation. Does that mean they don't have it. So sometimes it takes a little silly coaching a candidate for unlikable probing them to get them to the point where they want to be where they can be and show you what they can actually as a. At this point. We look at it all is that if we win in for you like this lady Julia Kennedy. Meaning if you were if you walked up to somebody you work with and you're asking the question and it angry. It's clear why you keep talking to them until you got what you needed. So why would you not see the same candidate. There is a point where you find interesting harvest that everyone gets. You want to find a breaking point.
[00:20:31] You can break them much understand where they can grow from as far as other or things other questions which have aired for even look at the first thing we talk about the level setting.
Other key question topics: role alignment and proof points
[00:22:07] So such activity is problem solving.
[00:22:11] Past history. How do you get to this place. Giving me an example of one of the most challenging things you've ever done. What if it was offered about the life cycle. Imagine I'm your boss and I give you a product. What do you do from there.
[00:21:24] So instead of asking them or telling them like you're during your role. Actually we're asking for it so they're looking for and then talk about what the role is. It also gives you an aspect of tailoring a specific answer to the question that the candidate that they're really looking for growth into a management role down the road. Make sure that's something possible to talk about that if you want to talk about necessarily everything. But this can't be that way. Each interview experience can be individualized and they will feel much more confident that not only are they aligned to company but also that you're interested in them and you're getting them real interest next is Proofpoint.
[00:22:07] So such activity is problem solving.
[00:22:11] Past history. How do you get to this place. Giving me an example of one of the most challenging things you've ever done. What if it was offered about the life cycle. Imagine I'm your boss and I give you a product. What do you do from there.
[00:22:25] A lot of these things are more killing from learning to talk about what they're doing. Actually a lot of the things that people do in general are muscle through muscle memory energy to thinking before they think about it in the context of just a generalized thing. So when you ask something I mean like a product manager really often deals with what we do a normal day for you what a product manager to your company. Besides how would you on them. They give you a lot of what they actually do versus just tailoring their answers to what your job description says and then next would be gauging dedication drive for excellence.
Gauge dedication and drive to excellence; make sure you’re hiring a person, not just a resume
[00:23:06] Tell me about something you're passionate about. What is going above and beyond mean to you give me an example on a time you went above and beyond and we also like to ask just what are you passionate about.
[00:23:18] Not necessarily related to work you want to make sure you know you're hiring a person behind the regularly to find out what they do find out who they are. We'll talk about the actual question. What to stay away from. But overall talk about some of the things that you get to think hash it doesn't mean you have to let it happen.
[00:23:45] Crazy how do you like I play. You have me when I'm asking you. I will tell you my house my lawn and my daughter. Not in that order but those are the things they literally deal with for a reason all day out on the weekend. I'm from Iowa originally. I love green grass and that's around that time of the weekend. It's an art and it isn't boring for a lot of people. But you know you have to look at how I talk about it not necessarily that it lines up at the other things are still the lead judgment on priorities and accountability. Some of view beliefs or leadership that communication sharing situation how you persuade and get them in the doorway.
[00:24:27] Recalling a time when your manager was unavailable and a problem arose what did you do to solve it. Did you decide this is more important now.
[00:24:37] How do you organize your time. How did you streamline it. Look at these things overall. A person. This is really how they're going gonna work. So pretending you thought the decision made was not the right thing to do. How did they handle. How did they on it. How did they learn it. And again all these points are not for every single role. These are just some of the things you should look at in the right next would be just interviewing questions or top areas for possibly answer motivations around someone.
Ask questions about hard technical skills, as well as culture and motivations
All these things are really measurable pretty easily. So how are you measured in your current role. What are the key metrics you used to measure yourself. Those are hard data. Black is no gray area.
[00:25:22] It gives you really an understanding of how they think as well culture be cheerful with the feelings. A lot of candidates take culture as do I sit with them. Do I get along with them. Do they want to drink a beer with me or have a meal with me on the weekends. That is not a culture fit. A culture fit is someone that exemplifies your values. So are values at heart are craftsmanship ingenuity and change. That's what we do. Being unique in innovative ways is constantly changing to be ahead of our competition. Those who are a candidate and an employee that are really focused in on a key part of that without getting along with you. You don't have to have the same hobbies as me. Get on with it or have the same parties as me at a company. You really look for news wanting to continue to push your culture forward not the person you just don't want to work with every single day but the person who can work with every single day because it has a theme isn't foundational principles as you do.
[00:26:29] A lot of issues in general. Where do you see yourself in five years and years later to be at the company now. What motivates and inspires you. You asked me this nine years ago when I started working on what and what was I motivated by then and then what I was motivated by now is that I don’t want my kids to have to pay for college. I think though that I'm still paying for myself and that it is so high and now they can do the same something obviously normal life things like that. I'll take that. This is my family and making sure I take everything to find out what that is and send it again. So efficient so marking age after asking for change.
[00:27:18] Interview Questions.
[00:27:23] So first off is airing ads promoting jobs on the right chains. You can actually double survey every single year there is a lot of data around it.
Top 5 channels to attract quality candidates
[00:27:32] How do you identify talent and how do you really find them. 48 percent of it seems to me that are employee referrals or so and certainly this person is this person. Other big majority is the third party outsider online job boards and then social professional networks. Third party recruiting software.
[00:27:57] And then lastly with internal.
[00:28:16] We will identify five 5 to 10 high value people that we feel can be a really big asset purchases for then those people who send their profiles to our managers and they send an inmail or they send an email directly to that person as they're reaching out.
[00:28:35] It's a real true touch and it's not another HR manager, whatever it is.
[00:28:35] It's a real true touch and it's not another HR manager, whatever it is.
[00:28:42] It's actually from the manager so if you can make five 10 minutes a day both candidates inmail together takes money and scoring everything apart.
[00:28:52] I would love to talk about how your career might fit in with Harts. Looks like you've had a very promising one thus far.
[00:28:58] We want to see how we can be part of that for something like that will give you so many responses. One that's for who is on the operations for the sales team. More and more laugh at me he said has two words hurt to have two sestinas on his hands and he has something like a 95 98 percent response rate.
[00:29:23] So if you have I mean people are people they get blinded by their title.
[00:29:29] So if you're CEO of this company software manager here is there and you reach out directly to an IT person who targets you will get high answer.
[00:29:40] We usually and everything it's the most important thinker and we consider a lot connected viruses their connections for reminiscing and they definitely pay for itself in spades and that is actually connecting on phone screens some people want to what's up with think about what matters a lot of people will try to say to just having a conversation and they want to know what someone in their lives. Is your family style. Stay away from those. You can't make decisions meaning anything consideration or selection passes based on characters that say this. There are also a lot of legal so you can't ask someone's race what's their gender. That is how old they are.
What NOT to ask candidates in an interview
[00:30:33] These are questions to avoid altogether. Ask them why you love them.
[00:30:40] They are so like this set of questions to avoid. Oh wow are you expecting, how are you going to set up daycare. Do you have children.
[00:30:56] Is there anything that could prohibit you from work in a financial mess. It's okay to say congrats you just had a baby. Congratulations and leave it at that. Don't even let them talk about it. They keep fighting about it. They don't. Frozen in time.
[00:31:13] Have you been working.
[00:31:15] What year did you graduate. How old are you. These are all things around time again time to get someone age. It's more so so how long you've been in this industry. Who cares are on events as assignees games. Someone had said it doesn't mean there one candidate and the same thing goes for to take a chance with them in their backhand. Look at more the person than anything else and that's where I get around it.
[00:31:42] Just focus on the person.
[00:31:46] You look familiar where are you from? And we serve we floristic for a reason technology because it's a you can just ask are you authorized working at this level that you can stand up on stay if you if you think it may be that question that just don't ask.
Use phone screenings to weed out unqualified candidates
[00:32:11] So the hired candidate initially to start the number of supporters supporting the team typically takes about 20 candidates interview to find one high. At the phone screen stage. So you're really sending a lot of your time to actually identifying these candidates on screen. That doesn't mean you if you're 20 resumes in a portfolio and find the right person. Once you've identified the looking at there in understanding what you need from them. Then this is one you would typically give a short squeeze anywhere from 20 to 30 45 minutes spent on a phone call to find out how much you want to are.
[00:32:54] It's just a phone call about 20 minutes. So that's just my offer. My colleague David early going through a background understanding what's really driving a person and making sure it aligns with our company aligns with them.
[00:33:05] Then the next stage is the technical phone screen which is a little bit longer. It goes into the mind that's about the actual work history. So introducing what you do while you work there is obviously great things about a line of questions. The top priority and essential that you identified already. So for us to find them yes every single candidate can't keep the talking points mostly about them and keep them talking. So it's always great to ask why did you do that. What did you learn there or what is S.A.S. What expenses did you take from that place. How would you have done the same way again if you should have a family. I did use time off and travel plans. Again like I said before imagine your product manager and you are a product that was assassinated. What do you do from that. So you have four questions to be walking into your password to see share project that you relates in this role. Give me an example of one of the most challenging situations approach that you would find that you'd work to overcome. How do you do it. What did you learn from that business. Like really talk about them what are you looking for in an actual teacher. The battle lines of what you're looking for because at the end of the day if your job is not aligned with what the King is looking for a they will end up leaving because it doesn't align with their work or their value added. If your father trivialisation and they want to be president of the company one day that you know that's never a possibility. Don't get in there just because you're a candidate. Talk to them about what they're really looking for and hydrolyzed to you and your company.
On-site interviews are for in-depth qualification
[00:34:54] Onsite Interview is the last step.
[00:35:03] 14 Year 10 industry on site. You find one of them is somebody you factor into. Well they finally first 60 minutes in interviews. We like to do no more than 40 minutes shifts he says. We have a lot of the same people he did two 30 minute interviews for 60 Minutes. The bigger thing is you want to remember that they are taking time out of their day to ensure you behave while you're taking time out of your day in the back of a candidate. They need to be they need to feel like they had a fair shake if they felt that it was fair and the time was valuable to you. They will give you a better brand in a market from a time perspective. That was great.
[00:35:51] Overall that was great, I want to work there and that are feeling a lot of times assign roles and areas the focus on the interviewer. So try to have the same people ask the same type of questions that will give everybody a clear sense of where it actually arrives and then try to start as a data every approach. What we do is that we actually have a scorecard that relates back to everything all candidates to the interviews that reach seven different and scored differently. That way you actually find what aligns with the person based on what interests you about the company. Give us an example. Describe a time when you went above and beyond. We looked for leadership or leadership skills that all these things for example questions.
Homework assignments can help affirm hiring decisions
Lastly there is the homework assignment.
[00:36:46] You can do that waiting to have them go home and do it or you can actually have them. They do as we do an onsite challenge that takes us three and a half hours for every single position ever higher for that where we can see how it works how they work with us today ask questions that they not. Give them a deadline.
[00:37:03] The reason why you want to give them a deadline is because you want them since it will set them apart from the others. If it is do homework but then the other side is do they really care about you or the company. And if you care about the job they really are interested. They will make sure they go right away. They want anymore and they will say oh and I did is tanking it's a and that just means anything other places and those other places if they don't have challenges they don't have a home at the time is actually a lower barrier to entry for that candidate.
[00:37:38] And so if you were the candidates like that and you value someone that cares and is passionate that fans have happy right away you have to look at the one of care.
[00:37:48] Showcase passionate about what they do. Some examples. Amazon's building had a vision from scratch the marketing engineer why pointing could be decoding computerized hopping and ask for a 700 word blog posts. These are actually all challenges that we do internally. We hire for recruiter and give instant blanket profiles some writing emails. What would it look like. Try to make it where it's work that can't be replicated for your job. Are they could you know he's basically. That way they can offer them feel like they're getting free work so to speak.
Evaluating interview answers: what to look out for
I've often had company that have been paid for homework attendance at this so that is the situation where to look for answers they can't fairly often tend to confuse blame others mistakes and take the credit for themselves. This is not a humble person. This is some other people. They were fighting for everything they wanted the same and they want you to watch out for their negativity to be. Can't speak ill of their current or previous employer. Somebody can I like where they were. If that's all we talk about they get back on message identifying what these things are. Next is just working so it's the same person he's asking the same questions over and over and over reading about work life balance etc. Nothing so bad. But the reasoning to be something that we can't ask this over and over and over again is the same answer. Keep asking is someone they really like oh how fortification based. On the I guess we haven't met any vacation. So if you feel like all that shocking that's one thing to feel like oh great some take some indication of that.
[00:39:38] So just be careful about how people actually fashion certain things conflicting messages so be mindful of inconsistent messaging throughout the area may include very specific examples to write into details. Pay attention to how they answer the questions aren't any of you on a father take an apology partisan or anything like that since you ask the same question seven different ways 30 different times. So we look for ways that people answer questions and be mindful inconsistent messaging throughout the interview. And then suspicious switches so leaving all every six months if another contractor and a leading or every six months added a red flag. So look at that and see how it reveals about another person. It's always as an economic manager at first apocalyptical manager. That's also something he should forget. Bruce Nasserists examples of analyzing the questions are entering answers. So tell me about a project that you own that do not need education. Why did not meet the expectations of what would you do to be an outlet to get inside the party that they owned learn about the Stapel involvement or where they stand on the team or were actually involved in the architecture project Dana learning that critical thinking when they learn is projects how do they find that they need better than next time around. Identifying and understanding how he or she could do things differently and their lack of accountability or a lot of capital. There were typos in the campaign was sent out to the wrong email list. The method to our campaign operation seamless and in a campaign to the right was wrong vision of just copy. Amanda was in the final hours after first two questions. First you answer is great. Third ones like Okay we're going the fourth one is like okay if they're not identifying they're not being accountable for that at all and they're showing a lack of accountability end of the LA shilling or cancellation fee. So this is either earlier or anything. If I had to answer this question you went out and I let roll back to your true north and you talk about suing you talk about a valuation of AT&T giving feedback and giving each and every candidate.
Treat all candidate evaluations the same
A feedback and a fair opportunity to get the same position. If you can as that if you can shape your profile to do literally the best person for the job will get the job others will find. It. You've set up a great process. What I mean is that the absolute honor to all these that they're identifying people that are the best for the job not just the best person. And if you're anything that you're looking at everyone fairly at the end of the day it's not because you don't like the way you're hiring one person or another because they just feel better and that's you're looking for infantry process. So complete evaluation form same day no more than 24 hours. Otherwise you reap what you actually in. We duty immediately after every single interview of value on the same scale.
[00:43:00] So I was on a fire that were just there would everyone about a candidate.
[00:43:05] Obviously avoiding discrimination never make a final decision on what's fun for me is that don't just say that elections are good. Actually talk it out. You talk to those people a lot of people respect is something. You could still have a candidate in the and make sure you are getting all the questions answered. How do you about it. Had an editor that there to the races that are on the scene in person performing as well as support on it. You have to figure out whether it's more important than someone with the skills or you like the person. And it happens. Remember your hiring person. So I would always lean towards saying that that person.
[00:43:56] Obviously if anything can happen on everything. Got a person and then laugh is a closing interview loose ends if every candidate can help the employer brand as well.
[00:44:08] So what we talk about Hart. At every single step we're telling them why they there yet why they were yes and tying them off to what they needed to show us in the next round or if it continued to be but then. On the other side is that there are no other.
Closing loose ends with interviewed candidates can help with employer brand
Why they're there enough and if we hadn't thought of that then here are the things you've been looking for. And here is what we recommend to actually make it better. Two sides at that point, one side is that you're getting more personal with the candidates. You open yourself up for more criticisms but the other side is that a lot of candidates really appreciate that from our candidates. And if you look at our Glassdoor reviews we have a fair amount of people love working I love working here. We do have a fair amount on the interview stages that. Don't appreciate that actually the direct feedback or understand it. So it's on both sides of the fence. You can sense that the amount of faith we got it. Thank you. I get on the phone and talk and they're now on top of what they could work on outweigh everything I want and I think it is. I would much rather have a seven or eight people say how great something was versus what you truly in enough. And then the other side is just look at this and it's really simple enough to even send a few is negative feedback first if they didn't get the jobs. What are you doing focusing on soft goals rather than what they can speak of their skills on the other side. So we look at these things because one identify what the real motivation is. If it's so essential and so for example there are about motivations paying off my student loans. That's different than saying initiative cannot it for us. That's right. So remember how people dancing in fashion. The top area of focus leading judgment. Partition consider promoting a new view top five sources report anything referrals job boards social networking and under no obligation as it is but you can buy files about them. I would highly recommend using it for not stopping parents to be good. Be careful about using.
[00:47:28] We want to understand how they're actually marked in a job to being aware of hiring discrimination defaults phone interviews before for interviews and then evaluating evaluate candidates and their answers with these points in mind. Negativity finger pointing. That's a chain working order is such a working theory.
[00:47:46] And then don't forget because close the loop so those are all things that I recommend we recommend doing community standpoint feel free to connect with me. I'm also more than happy to chat personally with you all.
[00:48:09] I can do and I can to help he said your process is essentially. There's been a flurry of free healthcare eulogies to the media that we use internally to shape our interview process.
Use specific, on-site tests to determine if a candidate has the right technical skills
[00:48:24] Great thank you very much. That concludes our above cast contents and now we're gonna open the lines for questions. This is your chance to ask Corey any questions you wish related to this session and we'll do our best to get through all of them in the next 10 minutes. All right quite. Your first question that we got earlier on in the session is with minimal financial investment how can an organization ascertain applicant level a software competency for example if they must know QuickBooks and they say they do on the resume how can this hiring manager quickly know or verify that this person actually does know the software clash in so we shape are actually the same.
[00:49:13] We have the same problem internally and we were looking at how do we really identify. And so we did. Was hiring for each role the stepped up our training team and they built a challenge that would actually says that we bring in money for them we bring them on site. And given that that's to let's say we've given the challenge. We are actually just a laptop that we use for challenges that we give each candidate. So I would skip recognition for our users. I don't think that thing on the other. Just having a laptop on hand but bringing in a challenge actually focuses on what they're doing versus asking them questions about it. Yes and lined up questions depending on what your assets test for. But that would be a condition.
[00:50:10] Do you have any special considerations when interviewing Millennials?
[00:50:18] No people I mean I am to a Millennial but I don't think of myself as one of a lot of people are. Life is not only personal considerations because not all of us are like it. Not everything one just wants to get the hired to work for the least amount of work. Ask these questions see the same for everybody whether it's a 25 year old person or a 45 year old person is past and the things that are important to you from them right now we are hard workers. We have a young culture. We also have an obvious outlet people. Now I want to say give any special subtle that's on that.
There is no “lucky number” when it comes to interview questions
[00:51:19] I wanted to say is that see an easy on number. The reason I say is because I've done interviews that literally within 10 minutes I had a question about anything. But after getting in the way 45 minutes an hour it just kept going. Not a bad thing. I think the conversation just like things that are important from the question is trust your gut. Make sure you're answering and asking those questions. But beyond that I went through a certain and a certain amount of numbers or a certain number of questions you should ask. I would just be more focused on having a conversation with that person and make sure it gets to 30 minutes. It's about time all of our interviewers is saying if you make a judgment on the person meaning being out there not today and feeling like a person instead of spending the other 29 minutes proving yourself right by these the wrong and give that person a chance to actually show you what he can do. Just like we talked about earlier. So if either of them focus on what they're really asking Are isn't an issue again the question.
[00:52:48] Oh it was just a reminder to find a copy of this of the recording will be sent after the session. Keep an eye out for the email which will follow in the next day or two. Okay next question Corey what kinds of questions or methods would you use to determine how committed a candidate would be to their position or furthering the mission as a country.
[00:53:20] So he's in a good way that ask is that putting in the further south a viewer in. What are the things you're looking for if you picture and you are saying well we hope for you understand who we are we are at this point would you do that for effecting what sort of people do you work with. What country would you want to. What's important you find interesting. And we do we have too long because we have a campaign that has a lot of great benefits and so we have to play that fine line as the people just want to work here because we have great benefits. So I guess you could ask that question they get possibly so if you are looking at more about what they will look for how they would identify the right person.
Make sure your team is on the same page before bringing candidates in
[00:54:33] Few great what are your thoughts about using tools such as caliper prior to bringing in a candidate for an interview.
[00:54:44] I am not familiar with that, caliper on fire at you know things like for engineering third hacker AIK things like that. It's depends. So we don't like to give any technical test.
[00:55:01] I'm actually really really very they can be selected companies just don't have it. So we tend not to view that until after we can really change it. The only time who cenotaphs before anything is a measure. Before we open up her internship program. We got 3000 other men in like six days. There is no way that we really would go through 3000 of them. For everything we were looking for and then set those accounts and then they had readers to sort them out. I recommend doing interest because not everyone gets it straight right.
[00:55:53] So I want to recommend that if you have sometimes there can be a disconnect between the hiring team and the scene of the recruiting process. What would you say is a good way to minimize the number of candidates who just quote unquote missed the mark of the intent of the opportunity. Would it be early in the process as an example.
[00:56:20] I'm guessing slightly cautious on the side of this. So what we do is we have a kick off meeting. That team as well as a couple people that we've identified that are a part of the interior team for a specific one working off to make sure everyone's on the same page of what we're actually looking for that offer giving us the opportunity to kick off and then a finding this person and we can identify really have a technology that does that. So what the need for this industry that you really really identifying why they are hiring and widening or what services what they're hiring for or why they're hiring. And then as a recruiter first thing is how to get there you have to really make sure that you're keeping honest about that versus just individuals who are really really good to be creative for our company. They were very creative in this role. So yes really initially you the line and in that case. Sometimes this year or something like that because there's a miscommunication between you and hiring a team. I recommend going back and talking with them and getting especially early on in the process getting feedback after every single one.
Talking money up-front can make both candidate and recruiter feel more secure with the hiring process
[00:57:53] We only have room for one more question but it's point if you have any additional questions please reach up and directly to contact missions on screen quote one of fashion. I find it inappropriate for the candidate ask what the job pays on the first interview. What are your thoughts. Do you consider you consider that an inappropriate question to ask on the first or even second meeting.
[00:58:18] I don't think it's a perfect time feeling like we actually have that in the first place its first opportunity. We don't in front of us in essence standpoint. We have a system than it was before or so that we just want to make sure that can be that person we can identify from an internal standpoint. Are they really worth the facts or are they worth more. And if it's also the on sales. So we take as more of a book and we actually ask that question. Personally I don't think it's wrong because I have performed this job and take a part of that they are asking about a role for making money.
[00:59:02] I need to keep that just from the standpoint of living and I would always ask that you want a sandwich or and is it like you don't want to waste your time hearing people here don't you. There's no way in hell or for them. But you also don't want people to feel like they're wasting their time and at the end. The last thing you wanted to take really big through the pipeline area with a very real life can you make an offering like 30 able actually looking for an immunity to that front. They probably know other people those they're shipping things that you need to make sure you're okay with each other side. I wanna say if they're passing that faster just depends on the output. Alright.
[00:59:51] Very wonderful we're at the top of the hour here. I want to thank everyone on the coffee so much for making it today. Throughout the whole session and a special thanks to you for a wonderful wonderful session on interviewing tips. Again everyone if you have any questions or like to reach out to help our configuration is here on the screen. And don't forget servers will be popping up on your screen shortly. Feel free to give us any feedback you have and we look forward to seeing you next time. Thank you.