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Hub You - Are You Hiring the Right People? Why You Should Sharpen Your Interview Skills
Structural civil engineering is one of the many fields involved in civil engineering. They have the responsibilities of designing buildings and machinery. The main goal of a structural civil engineer is to design a structure, no matter the type, that is built with strong integrity, with massive attention paid to reliability and safety of the structure.What types of things require structural civil engineering? Thousands of things, specifically large items that require a great deal of planning, designing, and attention to detail. For example, a st
Without getting into the wider subject of setting up a proper recruitment and selection system for the job(s) you have on offer, an interv
Many companies think that Customer Service is simple and indeed it could be argued that good service is simple from the customer's perspective. But a proper customer service strategy is hardly simple. You must take stock of your entire organization and find out all the points where your company interacts with your customers. Where you interact with your vendors and how you can improve all this interaction.Making it easier for customers to do business with you is a key, but so is making it pleasurable. This is why often business are advised to ge
- Most interviewers make up their mind about a candidate in the first 2 to 4 minutes of an interview – and then go on to collect information and data to justify their decision;
- Over 75% of staff who leave a job in the first 9 months leave for motivational reasons – the job/company/boss etc. wasn’t what they expected. Yet less than 10% of organisations seriously investigate motivational aspects during the interview process;
- Typically it’s recognised that the cost of hiring the wrong person, who may leave after only a few weeks or months, is on average equal to an equivalent of the first year’s salary for the position – can you afford to bring the wrong people into your business?
- New and continually changing legislation is putting far more of a responsibility on interviewers and their organisations to conduct interviews in a fair and legally defensible manner. You can’t afford to leave you or your organisation legally exposed.
For too long the average interviewer has conducted the interview along the lines of “what should we talk about next?”, “you’re like me - you must be good”, or even worse “you like the things I like – you’ll fit in well here!” Often we think we should put candidates under stress – not necessary unless stress management is an important part of the job – and even then there are far better ways to interview for it.
The best candidates – the ones you want to hire! – are demanding that the interview be conducted in a proper business-like manner by a trained evaluator who’s seeking information that relates to and predicts job success. After all, an interview is a business meeting, but unlike a normal business meeting very few interviewers prepare for their interviews, have an agenda or know in advance the subjects they wish to cover. Would you go to a day-to-day business meeting that’s conducted the way typical interviews normally are? Or would you say “tell me when you’re prepared and ready and then I’ll come”.
Without getting into the wider subject of setting up a proper recruitment and selection system for the job(s) you have on offer, an intervi
This is an exciting time to pursue a career in network marketing. All of your dreams can be realized with commitment and perseverance. Choose wisely.ProductYou will be most effective if you share a product that you are genuinely enthusiastic about. You must distribute a high quality, proven product with a guarantee. It should be affordable, but unique in that it has an aspect that cannot be obtained from products sold in retail stores. It should also offer convenience as the product can be shipped directly to the
- Typically it’s recognised that the cost of hiring the wrong person, who may leave after only a few weeks or months, is on average equal to an equivalent of the first year’s salary for the position – can you afford to bring the wrong people into your business?
- New and continually changing legislation is putting far more of a responsibility on interviewers and their organisations to conduct interviews in a fair and legally defensible manner. You can’t afford to leave you or your organisation legally exposed.
For too long the average interviewer has conducted the interview along the lines of “what should we talk about next?”, “you’re like me - you must be good”, or even worse “you like the things I like – you’ll fit in well here!” Often we think we should put candidates under stress – not necessary unless stress management is an important part of the job – and even then there are far better ways to interview for it.
The best candidates – the ones you want to hire! – are demanding that the interview be conducted in a proper business-like manner by a trained evaluator who’s seeking information that relates to and predicts job success. After all, an interview is a business meeting, but unlike a normal business meeting very few interviewers prepare for their interviews, have an agenda or know in advance the subjects they wish to cover. Would you go to a day-to-day business meeting that’s conducted the way typical interviews normally are? Or would you say “tell me when you’re prepared and ready and then I’ll come”.
Without getting into the wider subject of setting up a proper recruitment and selection system for the job(s) you have on offer, an interv
Why do some businesses offer points, stamps or every tenth coffee for free?These businesses understand that a customer retention program is a fantastic way to ensure that customers keep coming back. The most recognized customer retention programs are those loyalty programs used by retailers, but this same principal can be applied to any business that wishes to maintain a loyal customer base.Ask yourself these simple questions.•Does your business have a comprehensive retention strategy?•Are you devoting a portion of your mar
For too long the average interviewer has conducted the interview along the lines of “what should we talk about next?”, “you’re like me - you must be good”, or even worse “you like the things I like – you’ll fit in well here!” Often we think we should put candidates under stress – not necessary unless stress management is an important part of the job – and even then there are far better ways to interview for it.
The best candidates – the ones you want to hire! – are demanding that the interview be conducted in a proper business-like manner by a trained evaluator who’s seeking information that relates to and predicts job success. After all, an interview is a business meeting, but unlike a normal business meeting very few interviewers prepare for their interviews, have an agenda or know in advance the subjects they wish to cover. Would you go to a day-to-day business meeting that’s conducted the way typical interviews normally are? Or would you say “tell me when you’re prepared and ready and then I’ll come”.
Without getting into the wider subject of setting up a proper recruitment and selection system for the job(s) you have on offer, an interv
There are many time wasters that contribute to poor time management and might lead you to wish you had more hours in the day to complete your work.The truth is that there are a few classic time wasters plus a few relatively new ones that help to sap your time and prevent you from having a productive day: 1. Visits from your coworkers. Having coworkers popping into your office or to your cubicle to talk can be one of the worst time wasters because not only does it take up your time, you might be hesitant to ask them to leave so you
The best candidates – the ones you want to hire! – are demanding that the interview be conducted in a proper business-like manner by a trained evaluator who’s seeking information that relates to and predicts job success. After all, an interview is a business meeting, but unlike a normal business meeting very few interviewers prepare for their interviews, have an agenda or know in advance the subjects they wish to cover. Would you go to a day-to-day business meeting that’s conducted the way typical interviews normally are? Or would you say “tell me when you’re prepared and ready and then I’ll come”.
Without getting into the wider subject of setting up a proper recruitment and selection system for the job(s) you have on offer, an interv
First impressions count. And there’s no better way to start off on a positive note than to orchestrate a smooth, genial exchange of introduction. Follow these etiquette tips when approaching someone for the first time:Watch your timing. Establish your presence in a small group before you introduce yourself. Make eye contact with each individual first. You don’t want to appear as if you’re “crashing” a conversation.Higher-ups extend the first hand. Chivalry may not be dead, but it’s dying. It used to be considered proper for a man to wait
Without getting into the wider subject of setting up a proper recruitment and selection system for the job(s) you have on offer, an interviewer should be trying to elicit information to establish a match about three important areas:
Skills – can the candidate show examples from the past, on the premise that ‘past behaviour predicts future behaviour’, of the types of skills that you require in your job, whether it be the way they use a computer, problem-solve and make decisions, lead and motivate others, interact with colleagues, or how they sell to and service customers?
Knowledge – can the candidate demonstrate the successful application of job relevant knowledge, learnt on the job or in the classroom etc.?
Motivation – can the candidate show that what your organisation and job offers, in terms of the things people like and dislike, matches their own desires?
Within this framework interviewers should be asking ‘open’ questions – the ‘how’, ‘what’, ‘when’, ‘why’ etc. Many interviewers ask closed questions that lead to a yes or no answer, or leading questions to get the information that justifies what they already think. The author conducted research in the UK in the mid-80’s in over 600 interviews across many types of industries, levels and functions and over 65% of all questions asked by interviewers were leading!
Interviewers need to ensure that they describe the job and company honestly and openly and thus try to eliminate a lot of the people who leave a job for motivational reasons. They need to try and ensure that candidates are treated with respect and given a fair chance. Think about it – isn’t a candidate, who may be hopeless for the role you’re interviewing for, a potential future customer? If they think poorly of the interview/interviewer, then they’ll think poorly of the company
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