When Twenty Questions Are Too Much:
Top 9 Strategies for Conducting Effective Executive Interviews.
In today's competitive markets finding executives, which fit with your business can be a lengthy process. Often times settling for the "best so far," when the process begins to detract from your business. Below are nine strategies for cutting the process into a timely, effective executive interview. Choosing the candidates that can do the job is the first part, selecting the outstanding candidates for the job takes a little more work. With these strategies an interviewer can reduce the time invested with any single candidate, while having a greater insight to the productivity, drive and vision of the candidate and discover the answers needed to select the best candidate.
1. The best advice to give is to be proactive, and not wait for qualified candidates to come to you, but for your company to actively recruit the qualified people that you need. Checking active profiles on business community sites like, www.linkedin.com , www.bni.com or www.veterensbusinessnetwork.com , will give you insight on experienced, educated candidates who are looking for new challenges in their careers. Invite these people to apply for the positions you have available. This is especially effective when attempting to fill challenging, or difficult positions. An invitation will increase a candidate's loyalty to your company.
2.Once the qualified people have applied, and the applications narrowed based on the specific needs of the job description, it is time for the personal interview. The personal interview begins with the total impression of the applicant, are they punctual, do they have the mannerisms that are appropriate for the job, can you see this person producing what the position requires? A lot can be said before anyone even opens their mouth to speak. While at the executive level, one should expect the appropriate demeanor, but surprisingly some candidates will show their personal ethics during an interview. The interviewer should be aware of these non verbal clues, as they can add a depth to the candidate's responses.
3. Personally describe the position, and what the candidate's responsibilities would be, and what is expected from anyone who filled the position. Many times a written job description is provided that includes an inventory of responsibilities and duties, while the candidates may briefly examine that information, personally describing each of said responsibilities and duties underscores the significance of each, while allowing a more open conversation if the candidate has questions. This also gives the opportunity to discuss company policies and procedures regarding the responsibilities of the candidate. This approach can replace many of the single word answers that are part of a standard interview, "Can you work late, weekends, holidays, travel, and relocation . . . ect.?" Are all separate questions that can disappear when the job responsibilities are covered at the beginning of the interview.
4.Take note of the candidate's demeanor, and responses, as this would be the person performing the job at hand. During the interview a variety of short questions should be used to measure different responses, under different situation, but keeping notes on the responses, and the demeanor of the candidate will assist later in recalling the individuals. When talking about problem solving and employee relations ask about past conflicts that the candidate has experienced, have them include both confrontations and non-confrontations. It gives you a scope of the difference between how the candidate felt and how they acted. Someone who is troubled by a conflict, but does not address it directly may not be able to perform the executive decisions that are right for your company.
5. Ask simple, easy going questions to measure their patience level. It may seem childish, but when dealing with clients and customers, having someone who has the patience and fortitude to assist even the most difficult, will be a great asset. Ask a short series of similar questions that would normally garner similar responses, and gage the applicant's ability to persevere past to the next issue. Facial expressions, body stance and tone when answering can indicate a lack of patience.
6.Ask tough questions to examine stress management. Without getting confrontational, challenging the applicant to answer tough questions to gage their speed in response, as well as their demeanor will give great insight, and a step further is to challenge the answers given with simple inflections: Did you think that was a good idea? Do you still think that's a good idea? Even if you agree with the applicants' responses, challenging them will show the type of leadership qualities that they posses. Those are the qualities that will be handling your clients and employees; does it match the vision of the company mission statement?
7.Ignore information the candidate may offer that doesn't effect the position. During the interview some candidates offer information that could effect their consideration for the position, for example volunteering that they are pregnant, or sixty-four and a half years old, but legally can not discount them for consideration. Do not note any comments the applicant has made to such an effect, as later if that candidate is not selected it could appear discriminating. Advise anyone offering such information that hiring decisions are based on qualifications of the applicants, solely.
8.Outline the over all team/company responsibility, including the company mission statement, and the common responsibilities of all employees. The mission statement of the company is very important, as it is going to be the mission statement of the candidate that you select for the position. If you read the mission statement to the candidate and they seem disinterested, you can imagine that they would react the same way to your clients and your business. Finding someone who respects your business as much as you do is worth the time investment. Again, the demeanor, and body language of the applicant can tell more about the applicant the anything that is said.
9. Gage the candidates overall "fit" with the current team. The work day does not always fall neatly with in the hours of nine to five, and hiring a candidate that has specific requirements as to availability that does not fit in with the team or project schedule can hinder the effectiveness of that position. Also, it can indicated the potential the candidate has for advancement or their role in the company's future growth, someone willing to put their "time in", may not be up to the future challenges that are in the growth direction of the company or industry. In contrast someone whom represents themselves as a "workaholic" is at the opposite extreme, and can be counter productive if the energy is not in sync with that of the team or project. A well rounded candidate has a willingness to grow and expand with the company, but also has personal goals outside of the job. The relationship between the two is beneficial to the employer, as it drives the employees to achieve more professional growth, to maintain their personal standards of living.
As the candidates are introduced and excused maintain notes on the strengths and potential weaknesses of each candidate. Keep in mind a weakness can always be strengthened if the candidate has other appealing management qualities. While other candidates may have strengths that don't fit with the over all style of the company. A manager with a "boiler room" high pressure style of management may fail miserable with a staff more accustom to a soft, coaching style of management. Also make notes on average candidates to distinguish their applications from those candidates whom were outstanding and are to be further considered.
One of the most effective interview processes also involves an "On the Job Evaluation" or "OJE," by which a candidates performs some of the simpler tasks required by the position and the prospective employer can see the individual's performance both under pressure, and in action. This is extremely effective when it comes to a human resource executive, or manager, finding out a candidate is not good with people after they are hired is a bit too late.
The standard, "Who, What, Why, Where, When and How" still applies when it comes to the executive interview, the difference is the higher standard by which the interviewee is held. At this level of employment the candidates should have a solid confidence of what the have to offer the prospective employers, they should know about your business and how they can positively influence that business, the candidates should be aware of general clients needs, and most of all they should offer the information that you need, without having to be interrogated.
In conclusion, the best candidates are not always easy to find, but they are worth the time it takes to find them. Lengthy interviews tend to try to fit candidates into positions that may not be right for that candidate, but need to be filled. Using these Nine strategies will create a quick snapshot of the candidates, which can be compared to the needs of the position, and quickly produce the right candidate for the job.