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Section 3: Screening
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Section 3: Screening
by Mark Horstman
The Effective Hiring Manager
Cover
Introduction
Section 1: Principles
1 The First Principle of Effective Hiring—Don’t Hire
How to Solve a Hiring Problem Without Hiring
2 The Second Principle of Effective Hiring—Set Your Bar High
3 The First Principle of Effective Interviewing—Say No
Section 2: Preparation
4 Behavioral Interviewing and Preparing Your Hiring Criteria
Looking Beyond Traits and Characteristics
Knowing the Necessary Behaviors for the Job
5 Creating Behavioral Interview Questions
How a Simple Behavioral Interview Question SOUNDS
The Three Parts of a Simple Behavioral Interview Question—And Why
Note
6 Behavioral Interview Question Examples
Section 3: Screening
7 Screening Résumés
Titles—What to Look For
Dates—What to Look For
Companies—What to Look For
Career Progression—What to Look For
Responsibilities—What to Look For
Accomplishments—What to Look For
Education—What to Look For
Accuracy—What to Look For
Density—What to Look For
How to Decide Whom to Screen Further
8 Screening Social Media
9 Conducting Phone Screens
Thirty Minutes Is Enough
You Make the Phone Call
Give Them a Brief Process Overview
Start with “Tell Me About Yourself” (TMAY)
Ask One or Two Behavioral Questions, Time Permitting
No Need to Share Your Decision at the Time
10 Having Human Resources Conduct Phone Screens
Section 4: Conducting Interviews
11 Video and Telephone Interviews
12 Effective Final Interview Process
You Start—(30) Minutes—No Interview—Brief Logistics
(All) of Your Directs Interview
You Interview Last for 90–120 Minutes
13 Physical Interview Setup
14 No Panel Interviews
Reason Why Not #1: The Right Way
Reason Why Not #2: Loss of Multiple Effective Perspectives
Reason Why Not #3: Negative Correlation to Effectiveness
Reason Why Not #4: Candidates Hate Them
Reason Why Not #5: They’re Not Safer
15 How to Conduct Technical Interviews
16 Each Interviewer Uses the Same Set of Questions
The Importance of Asking the Same Questions
Preparation Makes for a Productive Interview
17 The Basic Structure of Each Interview
Introductions
Brief Small Talk
Interview Overview
Tell Me About Yourself
Core Behavioral Questions Come Next
Custom/Targeted Questions
Answering Questions
How to Evaluate Candidate Questions
Note
18 How to Take Notes
Pre-Print the Questions on Your Answer Sheet
Handwritten Notes Only
Write Down as Much as You Can
Write Down Exactly What You Hear
Use Abbreviations
19 How to Probe Behavioral Interview Answers
All Good Probes Start with an Apology, and Then Ask for Additional Information
Probing for a Critical Behavior: Communication
Section 5: Deciding and Offering
20 Interview Results Capture Meeting (IRCM)
Meeting Logistics
Use the “What and Why” Method of Reporting
Deciding Whether to Make an Offer
How to Decide When Interviewing Multiple Candidates
21 How to Check References
1. Start with an Admission and Factual Questions
2. “Would you please confirm the dates of employment?”
3. “Could you confirm the job title for me please?”
4. “Please comment on the accuracy of the following job description.”
5. Always Be Thankful to Build Rapport
6. Then Progress to More Substantive Questions
7. “I was told about Project X. Can you confirm his involvement?” followed by, “Can you tell me about the results?”
8. “What was his best contribution?”
9. “What would you say his areas for improvement are?”
10. “We are looking at him for ____ role. How would you assess that fit?”
11. “If you were me/us, any concerns about employing him/her?”
22 How to Offer
Do Some Prep Work
Consider Increasing Parts of the Offer
Make the Offer the Moment You’re Ready and You Can
Don’t Wait to Make an Offer in Writing
It’s Okay to Leave a Voicemail
Be Upbeat; Don’t Forget Praise and Congratulations
The Five Components of an Offer
Ask for Acceptance
Make Yourself Available for Questions
Make HR Available
Keep Other Candidates on Hold
Call Every Three Days for an Update
23 How to Decline
You’re Obligated to Notify a Candidate of a “No” Expeditiously
You Can Wait for an Acceptance Before Notifying a Declined Candidate
You Can Rule Candidates Out Before You Make a Hire
Be Direct and Simple When You Inform Them
You Can Offer Feedback, But You Don’t Have To
24 How to Handle Two Viable Candidates
Communicate Personally and Directly with Both Candidates
Immediately Communicate to Both That the Decision Is Pending
Shortly Thereafter, Offer the Top Candidate
Section 6: Onboarding
25 Onboarding New Hires
The Phases of Onboarding
Discipline Makes Learning Possible
Switch from Weaknesses to Strengths
Communicate and Report
The Manager Tools Onboarding Checklist
Afterword
Acknowledgments
About the Author
Appendix
Index
End User License Agreement
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Prev
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6 Behavioral Interview Question Examples
Next
Next Chapter
7 Screening Résumés
SECTION 3
Screening
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