Interviews tips - for interviewers
1. You must make notes of the questions you intend to ask - otherwise you'll forget.
2. Decide the essential things you need to learn and prepare questions to probe them.
3. Plan the environment - privacy, no interruptions, ensure the interviewee is looked after while they wait.
4. Arrange the seating in an informal relaxed way. Don't sit behind a desk directly facing the interviewee - sit around a coffee table or meeting room table.
5. Clear your desk, apart from what you need for the interview, so it shows you've prepared and are organized, which shows you respect the situation and the interviewee.
6. Put the interviewee at ease - it's stressful for them, so don't make it any worse.
7. Begin by explaining clearly and concisely the general details of the organization and the role.
8. Ask open-ended questions - how, why, tell me, what, (and to a lesser extent where, when, which) to get the interviewee talking.
9. Make sure the interviewee does 90% of the talking.
10. Use 'How?' and 'What?' questions to prompt examples and get to the real motives and feelings. 'Why?' questions place more pressure on people because they suggest that justification or defense is required.
11. High pressure causes people to clam up and rarely exposes hidden issues - calm, relaxed, gentle, clever questions are far more revealing.
12. Probe the CV/resume/application form to clarify any unclear points.
13. If possible, and particularly for any position above first-line jobs, use some form of psychometric test, or graphology, and have the results available for the interview, so you can discuss them with the interviewee. Always give people the results of their tests. Position the test as a helpful discussion point, not the deciding factor. Take care when giving the test to explain and reassure. Ensure the test is done on your premises - not sent in the post.
14. Give interviewees opportunities to ask their questions. Questions asked by interviewees are usually very revealing. They also help good candidates to demonstrate their worth, especially if the interviewer has not asked great questions or there is a feeling that a person has for any reason not had the chance to show their real capability and potential.
Interviews tips - for interviewees
1. Research as much as you can about the company - products, services, markets, competitors, trends, current activities, priorities.
2. Prepare your answers for the type of questions you'll be asked, especially, be able to say why you want the job, what your strengths are, how you'd do the job, what your best achievements are.
3. Prepare good questions to ask at the interview.
4. Request a copy of the company's employment terms and conditions or employee handbook before the interview, in order to save time covering routine matters during the interview.
5. Assemble hard evidence of how what you've achieved in the past - proof will put you ahead of those who merely talk about it.
6. Have at least one other interview lined up, or have a recent job offer, or the possibility of receiving one from a recent job interview, and make sure you mention it to the interviewer.
7. Make sure your resume/cv is up to date, looking very good and even if already supplied to the interviewer take three with you (one for the interviewer, one for you and a spare in case the interviewer brings a colleague in to the meeting).
8. Get hold of the company's sales brochures and literature, a trade magazine covering the company's market sector, and a serious newspaper for the few days before the interview so you're informed about world and national news.
9. Review your personal goals and be able to speak openly and honestly about them and how you plan to achieve them.
10. Ensure you have two or three really good reputable and relevant references, and check they'd each be happy to be contacted.
11. Adopt an enthusiastic, alert, positive mindset.
12. Think about what to wear.
Sample job interviews questions and answers - for interviewers and interviewees
How do you measure talent?
Or
How do you measure talent in an organization (or company or team)?
And in a similar vein:
How do you grow/develop talent in an organization (or company or team)?
The first thing is to acknowledge the significance and importance of a question like these examples. By showing that you recognize the potency of the question (for organizations as well as interviewees), you are halfway to providing an impressive and effective answer.
Answer: The key to measuring and developing talent in an organization lies in first defining what 'talent' means within that specific context. Talent is an intangible concept that varies across industries and organizations. Therefore, the initial step is to establish a clear and agreed-upon definition of talent within the organization. Once defined, leadership commitment is crucial to valuing and nurturing talent effectively. Similar to the evolution of concepts like total quality, talent development requires a top-down transparent approach. Organizations must understand and commit to developing talent based on the defined criteria. Educating leaders on the true concept of talent is essential for fostering a culture that values and grows talent effectively. Acknowledging and addressing these challenges demonstrate a candidate's insight and potential in management, leadership, and HR roles.
From India, Bangalore
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2011. You must make notes of the questions you intend to ask - otherwise you'll forget.
2. Decide the essential things you need to learn and prepare questions to probe them.
3. Plan the environment - privacy, no interruptions, ensure the interviewee is looked after while they wait.
4. Arrange the seating in an informal relaxed way. Don't sit behind a desk directly facing the interviewee - sit around a coffee table or meeting room table.
5. Clear your desk, apart from what you need for the interview, so it shows you've prepared and are organized, which shows you respect the situation and the interviewee.
6. Put the interviewee at ease - it's stressful for them, so don't make it any worse.
7. Begin by explaining clearly and concisely the general details of the organization and the role.
8. Ask open-ended questions - how, why, tell me, what, (and to a lesser extent where, when, which) to get the interviewee talking.
9. Make sure the interviewee does 90% of the talking.
10. Use 'How?' and 'What?' questions to prompt examples and get to the real motives and feelings. 'Why?' questions place more pressure on people because they suggest that justification or defense is required.
11. High pressure causes people to clam up and rarely exposes hidden issues - calm, relaxed, gentle, clever questions are far more revealing.
12. Probe the CV/resume/application form to clarify any unclear points.
13. If possible, and particularly for any position above first-line jobs, use some form of psychometric test, or graphology, and have the results available for the interview, so you can discuss them with the interviewee. Always give people the results of their tests. Position the test as a helpful discussion point, not the deciding factor. Take care when giving the test to explain and reassure. Ensure the test is done on your premises - not sent in the post.
14. Give interviewees opportunities to ask their questions. Questions asked by interviewees are usually very revealing. They also help good candidates to demonstrate their worth, especially if the interviewer has not asked great questions or there is a feeling that a person has for any reason not had the chance to show their real capability and potential.
Interviews tips - for interviewees
1. Research as much as you can about the company - products, services, markets, competitors, trends, current activities, priorities.
2. Prepare your answers for the type of questions you'll be asked, especially, be able to say why you want the job, what your strengths are, how you'd do the job, what your best achievements are.
3. Prepare good questions to ask at the interview.
4. Request a copy of the company's employment terms and conditions or employee handbook before the interview, in order to save time covering routine matters during the interview.
5. Assemble hard evidence of how what you've achieved in the past - proof will put you ahead of those who merely talk about it.
6. Have at least one other interview lined up, or have a recent job offer, or the possibility of receiving one from a recent job interview, and make sure you mention it to the interviewer.
7. Make sure your resume/cv is up to date, looking very good and even if already supplied to the interviewer take three with you (one for the interviewer, one for you and a spare in case the interviewer brings a colleague in to the meeting).
8. Get hold of the company's sales brochures and literature, a trade magazine covering the company's market sector, and a serious newspaper for the few days before the interview so you're informed about world and national news.
9. Review your personal goals and be able to speak openly and honestly about them and how you plan to achieve them.
10. Ensure you have two or three really good reputable and relevant references, and check they'd each be happy to be contacted.
11. Adopt an enthusiastic, alert, positive mindset.
12. Think about what to wear.
Sample job interviews questions and answers - for interviewers and interviewees
How do you measure talent?
Or
How do you measure talent in an organization (or company or team)?
And in a similar vein:
How do you grow/develop talent in an organization (or company or team)?
The first thing is to acknowledge the significance and importance of a question like these examples. By showing that you recognize the potency of the question (for organizations as well as interviewees), you are halfway to providing an impressive and effective answer.
Answer: The key to measuring and developing talent in an organization lies in first defining what 'talent' means within that specific context. Talent is an intangible concept that varies across industries and organizations. Therefore, the initial step is to establish a clear and agreed-upon definition of talent within the organization. Once defined, leadership commitment is crucial to valuing and nurturing talent effectively. Similar to the evolution of concepts like total quality, talent development requires a top-down transparent approach. Organizations must understand and commit to developing talent based on the defined criteria. Educating leaders on the true concept of talent is essential for fostering a culture that values and grows talent effectively. Acknowledging and addressing these challenges demonstrate a candidate's insight and potential in management, leadership, and HR roles.
From India, Bangalore
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Tips for Job Interview.pdf
Tips for a first job interview.doc