Finding The Right People 

Asking ‘strengths and weaknesses’ does not allow you to get to know who they really are!

Behavioural job interview questions are your best approach during candidate job interviews. But, the occasional unusual job interview question has the potential to yield thoughtful information about the candidates you interview. Use both for effective candidate selection.

How well does your candidate communicate?

Pay attention to how your candidate interacts with people such as the receptionist. This observation, in addition to your own observation of the candidate's level of comfort with communication during the interview, is key. You can observe much about the candidate's communication style during the interview.

You should be thinking: How articulate is the candidate? How clearly does the candidate communicate? How easily does the candidate select words to use to answer questions?

Non-verbal communication does influence your evaluation of candidates.

Take notice their facial expressions. Does the candidate radiate sincerity and energy? Is the candidate genuinely interested in your company and the open job? Have you ever made up your mind about a job candidate based on the way they sat in your lobby? Did you confirm that opinion when they walked across the room and shook your hand?

You’ll want to watch for non-verbal signals that tell you about the person’s attitude, outlook, interests, and approach. They speak louder than the verbal communication during the interview process. The non-verbal communication helps you confidently assess each candidate’s credentials with regard to the:

· skills necessary to do the job

· behavioural characteristics you have identified as necessary for success in the job, and

· culture and environment of your organisation.

First Impressions

The first few minutes in any interview setting are so important that almost nothing else matters. You take a look at the candidate and note all of the non-verbal messages she is communicating. You form impressions from the candidate’s posture, hand shake, outfit and accessories, space usage, attentiveness, eye contact, and facial expressions. And, then you listen to what the candidate has to say in response to your questions.

Make sure you have prepared for the interview so you know exactly what you are looking for in the person to fill the vacancy such as the must haves, the maybes but not essential and the salary band.

Have your list of Questions to ask at the Candidate, this will help to structure your interviews you will have definite answers for the questions the candidate will give you. Remember it is their interview as well and they want to work for a professional organisation.

Open-Ended Questions

Open-ended questions require an explanation from the candidate. Some examples are:

· Can you tell me about your past work history

· Why did you leave your last position?

· Tell me what you know about our company? What have been our main achievements in the last few years?

· What interests you about this job?

· What skills do you have from your past work history to carry out this position? EVIDENCE!

· How would it make you feel if you were offered the job?

· What is the greatest asset you will bring to the job?

· What is the most important duty at your current job or last position?

· Where have you added value to a company?

· What were the benefits of your activities?

· Describe the last time you had a short deadline and explain how you handled it?

· What are you good at?

Questions to CONSIDER USING:

Behavioral Interview Questions require the candidate to assess himself or herself and recall examples of behavior. Examples include:

· If you could choose steady, consistent work or busy demanding tight schedules which would you choose and why?

· Tell me about a time when you had to make a critical decision and how did you handle it?

· Give the candidate a scenario that might happen at the worksite and ask how the candidate how he would handle or resolve the problem.

Neutral Questions  do not reveal a bias towards an acceptable or correct answer.

These include:

· If you had to choose between a supervisor who leaves you alone to get your work done and someone who meets with you regularly, which would you prefer?

· Do you prefer working alone or with a team?

Yes or No Questions confirm information you already have. Use these sparingly as they don’t add new information.

Follow-Up Questions assist in gaining more information from the original question and getting a more in depth answer.

Other Questions to consider:

· What challenges do you think you will face in this job?

· What is your long-term career plan?

· Why did you choose this type of trade?

· If you are offered this job what factors will influence if you accept it or not?

· What would your previous boss say is your strongest quality and why?

· What would your work colleagues say about you?

· What makes a good journey person?

· Where do you see yourself in the future?

· What are you looking for in your next role?

· What notice do you have to give?

· What salary are you looking for?

YOU MUST AVOID ASKING DISCRIMINATORY QUESTIONS:

· What year did you graduate from secondary school?

· Where were you born?

· Where did you learn a foreign language?

· What are your childcare arrangements?

· What are your religious practices?

· How many days did you miss because of illness last year?

· Do you have any disabilities?

· Have you ever been arrested?

· Are you planning to have children anytime soon?

· Are you responsible for parental care?

Were they dressed smartly?

Were they punctual?

Could the candidate work within the company?

Did you build a Rapport with them throughout the interview?

Do they have a steady work history?

Could the candidate work on own initiative?

Would the candidate fit in with the team?

Did they give hard factual evidence that they would be able to do the job?

Did they speak with conviction?

Did they show enthusiasm for the position?

How much energy and interest do they convey?

Would they be happy with the salary?

Could the candidate handle awkward situations?