Four questions you should ask for starting an interview, rather than “Tell me yourself”
Jeff Altman, Big Game Hunter
One of the most commonly cited statistics I see in talent acquisition is that about 46% of new employees fail within 18 months. According to a survey Harvard Business Review. According to Gallup’s Global Workplace State report, the global employee engagement is 15%. No one will do his best to get such a result, but for me, no one will hire the end.
While many like to point out how data-driven hiring replaces “fit” hiring during interviews, it turns out (“fit to hire”) is still common in the selection process of new hires and managers often can’t do it correctly because they lack real data that really fits someone. Even if technology is used to compare potential new employees with previously employed employees, the dataset of existing employees is old. Since hiring, these people have changed, making the data obsolete.
Interviews have evolved into mechanical processes. Yes, the same questions should be asked to understand potential employees to identify skills, but beyond these questions, nothing else does to get the truth from people. After all, with the beginning of many interviews, “Tell me yourself,” this generates information about what potential employees do professionally and how they match job requirements. What do you really know about other people besides the personality attributes you projected to them?
For example, I remember reporting a hiring manager after an interview who told me many negative qualities about the people they met. “How do you know?” I asked, and then listened to their explanation of the person. However, the hiring manager requires nothing to determine these qualities.
This is the problem I found in recruiting. People accused of hiring are often able to assess appropriate abilities, behave well in potential hiring, and forget that hunters are also behave well. What needs to be changed is that we need to create an environment where candidates think we want to know them, which is important to us. To do this, start with the following four questions:
1. What is most important to you in your next job or organization? : Ask this question instead of asking “Tell me yourself” and then follow up “What do you need to see or hear to believe that we will be the right choice for you?” If you can’t provide time, why waste your time and their time?
2. Why do you do what? : Ask this question once you determine that the company has a chance to achieve its goals. What you will find is how they decide to pursue this career and succeed. For example, “I started out as a software engineer at the school and now manage a team of engineers. I became a manager because….” With this question, you can take them out of the script answers you are ready to use and start promoting them to open up to you and reveal what you are.
3. What do you want to be when you grow up? This will teach you their childhood dreams and provide you with an opportunity to have absolutely no filtering passion. “I want to be a Yankees pitcher.” “I dream of being a professional ballet dancer.” Looking for their excitement and embarrassment (usually shared in the form of an awkward smile or a smile).
4. How did you get here from there (Yankee pitcher or ballerina)? Don’t judge the answer. We know the prelude to reality. For me, I wanted to pitch for the Yankees, but I found myself without talent. Perhaps so are ballerinas. It’s interesting how they get here from there. This story may last for a few minutes, but listen carefully. Shared stories often explain how you can use their hearts to provide them with positive recognition and inspire them as you start managing them.
Then, start asking questions to help you evaluate the skills and experience that the person brings to you and your organization.
If you treat people like machines, they will eventually break. Often, the first thing that breaks is their spirit, desire and passion. By identifying and developing the qualities of employees, you can help stay engaged and inspired as long as you come from that place rather than a place that sees people as a place that is at their disposable and replaceable.
ⓒMajor Game Hunter Company, Asheville, North Carolina, 2019, 2024
How do you deviate candidates from their comfort zone?
About Jeff Altman, Big Game Hunter
People hired big game hunter Jeff Altman, who did not offer BS job coaching and career advice worldwide because he did job search and success
Easier in your career.
The last interview with the company’s president
You will find a great information to help your job search on my new website, Jobsearch.community In addition to video courses, books and guides, I answer questions from members about their job searches every day. Leave a job search question, and I will answer it every day. Become an Insider+ member and you will get all the content from an insider and you can call me on Zoom to bring me answered questions. Becoming a senior Insider member, we conduct individual and group coaching.
Seven steps to brand yourself as an expert
Schedule a phone call to talk to me about your guidance during your work at www.thebiggamehunter.us.
LinkedIn:
cresume & LinkedIn profile reviewwww.thebiggamehunter.us/critiques
.Job marketing methods
He is the host of “Base-free Broadcasting Radio”, the first podcast in iTunes for job search, with more than 2,900 episodes in more than 1,300 years of dramas.
We grant this post license, as well as a license to use other posts on your website, as long as the backlink is included www.thebiggamehunter.us And noted that it was provided by Jeff Altman as author or creator Jeff Altman. Not acknowledging his work or providing backlinks www.thebiggamehunter.us Put you in a $1000 fine and you will actively agree to pay. Please contact us to negotiate our content as training data.
https://www.youtube.com/watch?v=1Atzkwf3wjy
