Having trouble finding people to fit your remote team? Not sure if or how to distribute the hiring responsibilities? Pretty sure your in-person hiring approach won’t translate to remote work? Mark Kilby and I have you covered. We collaborated with LucidMeetings to create this wonderful new class about hiring: How to Discover, Interview, and Hire […]
I’m a big fan of auditions in an interview. (I have many posts about auditions in this blog.) However, some hiring managers and teams push interviewing and auditions too far. When you’ve had three interviews, and your interviewer asks you to solve a problem for them—again—is it a hiring issue, or are they asking you
Did you see Bernice Ruhland’s review of Hiring Geeks That Fit? She likes the book. Here’s specifically what she likes: In particular I like the idea of providing a recruitment focus to each person on the interview team. Too many times when we recruit we send in several people to interview and they all ask
When I teach interviewing, I teach these approaches to interviewing: Let the behavior-description questions sell the candidate on the company. Don’t try to “sell” the candidate on the company or the people. It sounds like a used car salesperson or a bad blind date. It leaves a bad taste in the candidate’s mouth. (Yes, those
One of the ways I organize and plan for interviews is to use an interview matrix. I take the essential skills from the job analysis and use them in the interview matrix to decide who will ask which questions. No, I don’t make those decisions—I ask the interviewers who wants to ask which questions. Now
I normally recommend against Panel Interviews for most technical positions. However, I’ve recently worked with a group whose panel interviews were quite successful. The positions were for a senior technical leader and a manager, so the candidates needed to be able to present and discuss issues to several people at once as part of their