Trustworthiness. It is true. I have sat through many interviews where I simply did not trust, or believe, what the candidate was telling me. The Harvard Business Review tip of the day quickly dissects this point. The most important thing to get across in an interview is not that you are smart and motivated – it’s that you are trustworthy. Trustworthiness is the fundamental trait that people automatically look for in others. To be seen as trustworthy, you need to demonstrate warmth and competence. Warmth signals that you have good intentions, and competence signals that you can act on those good intentions. If you follow the usual interview advice and… Read More
Continue ReadingThe Lost Art of Decorum
Maybe I am aging faster than I will admit, but I have seen a trend in the professional workplace that is unsettling. Decorum. As defined by Webster, it is “correct or proper behavior that shows respect and good manners.” One of the things I tell hiring managers is that the initial candidate interview is as good as it will get. The candidates’ behavior, manners, etiquette, communication, etc. will never exceed their level as observed in that first interview. Therefore, the candidate’s decorum should be exemplary in that interview to the point where it is memorable. Sadly, I simply am not seeing this exemplary decorum nearly as much as I used… Read More
Continue ReadingThey Always Reference The Top Salesperson
I’ve encountered a common question in recent interviews which pertains to the current level of performance from the existing sales team. This economy is wreaking havoc on many salespeople in terms of their commissions. Sales candidates are aware of this situation and are diligently asking the question regarding where the current team is performing. I find it to be a most appropriate question. The problem often lies within the hiring manager’s response. It is simply difficult to hide a grossly underperforming sales team. If the economy is cratering their success, the problem is even more difficult to contain in an answer. This usually leads to a pseudo-answer that deflects the… Read More
Continue ReadingKeep It Clear
I have sat through some interviews which have been enlightening in terms of the struggles of hiring managers who do not hire often. One of the blatant deficiencies I observed was this – a lack of good questions. Is there anything more important than questions in interviewing an external candidate? Even an internal candidate. Here is one instance of what I observed – a rather inexperienced manager asked esoteric questions that left me scratching my head. The candidate did a good job attempting to answer the question without embarrassing the hiring manager. One question took almost 2 minutes for the hiring manager to ask! The question included an analogy, an… Read More
Continue ReadingThe Group Effect
My wife was at an interview last week for a medical position that is similar to her most current role. She walked into the lobby to find 4 other candidates there. They were all called in to a conference room by the HR person. They were then asked questions individually and asked to answer in front of the other candidates! The 5 of them were then asked to role play certain situations while the rest observed. Finally, they were given a tour of the clinic and then had to provide their own tour to a staff person. The point, I guess, was to see how they handled prospective patient visits.… Read More
Continue ReadingA Simple Interview Rule
If you (hiring manager) are talking, you’re not interviewing. I know, simple in concept, but for some it is difficult in practice. I sat through an interview recently that involved a sales manager who spoke for 75-85% of the time! The candidate was simply caught in his wake for the entire interview. My take on the interview was that we learned next to nothing about the candidate and his fit to the position. He may have been strong – we’ll never know. What we did learn is the frantic, scattered approach of the sales manager makes for an interview that did not go deep on any topic. The fault here… Read More
Continue ReadingLiars For Candidates
Remember the old joke, you can tell when they are lying because their lips are moving? Selling Power provides this article which opens with this statement: Did you know that 50 percent of candidates lie on their resumes? (This includes people who omit things, stretch the truth, and those who outright lie.) That seems optimistic to me. This lying problem is rampant in hiring as we have seen first-hand. I think candidates believe they can state things that are difficult to verify with the legal restrictions in this country. How can you verify that they turned around a territory? How do you know they were the lead person on a… Read More
Continue ReadingFinding Fibs On A Resume
In reviewing the HRGURU newsletter I ran across a good article on finding fibs in resumes. It gives some sound advice to follow so you are not discovering these lies on the resume after a person starts. The 5 tips: Get an early read about the candidate’s visible profile. Look for a candidate’s public profile by reviewing announcements, articles and other material that often can be found easily online. You do need to gauge how much stock you’ll put into whatever you find—good or bad—because you can’t always believe what you read. Confirm academic credentials early. Gain consensus on the reference checking process. Who is going to perform it and… Read More
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