interview skills Archives - Blue Signal Search

HOW TO SCORE YOUR NEXT GIG WITH A THANK YOU NOTE

June 17, 2020 by Blue Signal

The interview process can be extensive, with multiple interview sessions, required personality and skill assessments, and delayed response times. Several candidates never hear back from interviewers, leaving many to wonder what they could have done differently to set them apart. While not required, thank you notes are a guaranteed way to leave a lasting impression on your interviewer and put you ahead of the rest.

According to CareerBuilder, 57% of job seekers don’t send a thank you message after an interview. A thank you email is one of the biggest closers in the interview process, allowing you to review discussed items and show your excitement. This is also another opportunity to emphasize your qualifications, mention anything you forgot, and keep your name at the top of the list throughout the decision process.

Be Prepared

Sending a thank you note should be your first step after any interview. A quick email is a great way to show appreciation for the interviewer's time and consideration, plus it’s just polite. Just as you would prepare for an interview, you should be ready to send a follow up memo as soon as you’re able. In order to make your message relevant, it’s helpful to take notes during your interview so that you don’t have to worry about forgetting something. Make sure to mention that you are taking notes, as that shows you are focused and genuinely interested in retaining the information they are providing. Make your notes quick and short so that you are still engaged in the conversation and not falling behind. If you feel that they are supplying a lot of important information or you’re confused, ask them to reiterate in your thank you email or find your own answers by doing some research on their website. The more engaged you appear in the interview, the more prepared you can be in your follow up.

Timing Matters

Hiring managers come across hundreds of resumes in the interview process, making it difficult to remember every single person they speak to. This means that timing is everything. Thank you messages should be sent within 24 hours of the initial conversation, keeping your name higher up in their inbox and at top of mind. Ask interviewers for a business card or way to connect with them at the end of the meeting, and ensure you have the correct spelling and contact information. If you forget to do this, don’t stress! Reach out to your recruiter or do some digging online.

Customize it

Just as they receive hundreds of resumes, interviewers and hiring managers see their fair share of thank you emails. Customize your message to help set yourself apart, expressing your authentic interest over the role by citing specific examples from your notes that were discussed during the interview. This is also a great time to introduce new material that further validates your qualifications and experience. Use small details you have in common with the interviewer, such as a shared hobby or schooling, to personalize the note to each interviewer and demonstrate your attention to detail. Consider including a link to an online portfolio or shared folder for more work examples.

Source: CareerBuilder

Keep It Professional

Some interviewers are more casual than others, but it’s important to maintain a professional demeanor throughout the process. Always, always, always follow up. Though rare in today’s digital age, some hiring managers may be more old-fashioned and would prefer a mailed thank you letter. If you feel this is the case, still send a thank you message and make it clear that their personalized letter is en route. If you’ve met multiple people during the interview stage, be sure to send thank you notes to all parties involved. This way, you are able to gain more connections in the company you’re applying for, and possibly discover more opportunities in the future. This is a great opportunity to show that you will be able to represent them professionally. Before sending, read over your note several times to eliminate any chances for grammatical issues and spelling errors.

Thank you notes should be thought of as a required step in the interview process. There is really no downside to sending a follow-up email. At worst, you’ve wasted 5-10 minutes on advocating for yourself and being polite; at best, it could be the factor that pushes you to the top of the list. Even if you’re not a good fit for the role you are applying for, hiring managers and interviewers may remember you for your professionalism and respect when another opportunity opens up. In order to set yourself apart, you must be prepared, respond in a timely manner, customize your message, and stay professional.

How to Stand Out in your Next Zoom Interview

June 3, 2020 by Amber Lamb

Consider the goals of your typical interview: you want to make a good impression, you want to seem prepared and knowledgeable, and you want to stand out among the other candidates in the pipeline. With video interviews, all these goals remain the same, but the strategy for accomplishing them has shifted. Here are some ways that despite the change of setting, you can stand above the rest in your next Zoom interview.

1. Plan Ahead

Download the application you are using for the conference call as soon as you get the invite. Make sure to set up your username, account information, and settings to professional standards - such as using both first and last name in your username so when you appear on the screen, they don’t have to wonder who soccerlover32 is.

Test out the technology immediately to make sure your camera, microphone, and connection are working properly. Set up a practice interview with a friend, colleague, or your recruiter to see what using the system will be like. Record this first practice run to reference later - and see how your posture, background, eye contact, and other aspects could be improved. Just as professional athletes review old game footage, it would be useful for you to see your areas of improvement beforehand.

2. Do your Homework

Review the job description as well as the company’s website. Familiarize yourself with their products, services, culture, and some of their employee structure. Looking at their LinkedIn page can be a great indicator of who you might be speaking with, who may be on your future team, and what your career progression might look like once you land the job. And, if you do happen to know the names of each of your interviewers, look them up and review their profiles to get a sense of their qualifications, leadership style, and what they might be looking for. If you notice other people on their page with titles similar to the role you are interviewing for, review their profiles to get a sense of what works for the role as far as background, experience, and culture fit. You’ll gain a better sense of what they are looking for by seeing what’s working for them today.

3. Be Prepared to Share

Interviewers may ask to see your portfolio, examples of your work, or other relevant documents you will want to have on hand. Create an updated folder of supporting documents and make sure it is easily accessible. Closeout all other applications, windows, and files, and make sure your background is appropriate. While a picture of you drinking beer with your friends may be a conversation starter, that’s not the conversation you want to start with.

The advantage? They will be able to see your shared screen but not your actual desk. Utilize notes in order to keep track of what you would like to highlight. Be careful not to appear distracted, and maintain eye contact to the best of your ability - but use your home-court advantage to the best of your ability.

4. Be Present

Just as candidates are seeking to adjust to new practices with video interviews, so are the interviewers. Without being able to really meet you in person, they will have to rely heavily on your body language and professional presence, but now through a limited view. Continue to dress as you would for an interview. Keep in mind what is behind you - and make sure your background is either a plain wall or something non-distracting. Sit up straight and maintain good posture, just as you would if you were across the desk from them. Make sure to stay engaged with the conversation by nodding, smiling, and maintaining eye contact. Try not to use your hands to speak, don’t fidget with your desk/computer, and never check your phone. Even though they aren’t physically in the room - they can still see you and sense when you are tuning out!

With this shift in practice from in-person to virtual interviews, we will certainly have to learn as we adapt. However, if you want to stand out among other contenders, these steps are a good start. Limiting technical difficulties by being prepared, knowing your stuff, and staying engaged will help you accomplish just that! Even if you’ve had hundreds of interviews during the course of your career, there are always ways to improve, especially as the game keeps changing!

Contact one of our recruiting professionals today at (480) 939-3200 to start working with a career coach that knows how to navigate these changes, and can help you land your dream role!

Best Practices for Video Interviews in the Midst of COVID-19

March 13, 2020 by Amber Lamb

Amid the recent outbreak of the Coronavirus - also referred to as COVID-19 - many organizations are opting to go remote in order to slow the spread among their employees, students, and travelers. Companies like Twitter, Microsoft, and Apple are heading up the shift. So far, school districts, professional sports leagues, food service companies, and nearly every other industry has been affected.

The good news? With today’s technology, this doesn’t necessarily have to halt business operations like interviewing and hiring. In order to prepare yourself for the change in scenery, we have compiled some key strategies for video conference interviews.

Use a reliable computer, not a mobile device.

Use a laptop or desktop computer; avoid using phones or tablets for a video conferencing call. Test the internet connection, speakers, microphone, and software. Use a high-quality webcam and a headset, if possible; headsets reduce background noise and improve audibility for both interviewer and candidate.

Test out the technology.

Become familiar with the video call software in advance, under the same circumstances as the interview. Companies may use Skype, Google Hangouts, Facetime, or another platform. Download the interviewer’s preferred software and allow plenty of time to practice using it. The username (e.g. jonsmith1), display name (e.g. Jonathan Smith), and profile image should all be simple and professional.

Skype interview tips

Although the conversation is the most important aspect of the interview, technical issues and poor sound quality can lead interviewers to subconsciously form a negative impression. Use a fast, reliable internet connection. If a technical issue arises during the interview, address it immediately rather than risk a miscommunication.

Check for software updates and close all other programs.

Some computers automatically restart when they install updates. Do not chance the computer unexpectedly restarting in the middle of the conversation! Before the interview, install any updates and make sure that no automatic restarts are scheduled. Close every other program other than Skype during the conversation, especially ones that generate noise, pop-ups, or notifications. Candidates should send a clear signal that the interviewer has their undivided attention.

Do a mock interview.

Practice with a friend or Blue Signal recruiter to gather feedback and make adjustments. Nuances that are otherwise unnoticed can stand out during a video call. Give the friend practice questions to read, and have them evaluate body language, expression, voice, and the content of the response. Check for distracting behaviors, such as staring down at the keyboard, fidgeting, the use of filler words such as “um,” or distracting hand gestures. All of these behaviors are harder to moderate when the audience is on a screen instead of in the room.

This is also a good time to practice a confident, enthusiastic delivery of responses. Record answers, if possible, and gauge whether they need revision before the interview. The interviewer only has one chance to hear the answer to a question!

Create a desktop folder of reference documents.

Some reference documents and notes can help to move the conversation forward. For instance, supporting documents such as sales figures may be handy to have during the conversation. Save documents to a new, dedicated folder on your desktop. During the adrenaline-filled moments of the interview, this will avoid a frantic search to find a key piece of information.

Use notes.

Aside from a desktop folder of helpful documents, keep a separate printed set of notes. This includes a resume copy, a quick reference sheet of company research, the job description, and any other key facts. Keep notes organized and easy to read; large blocks of text are difficult to glance through quickly and may result in the candidate frantically shuffling through pages or losing focus as they look for the fact they were trying to find.

One advantage of Skype interviews is the ability to use notes. Keep them out of view of the webcam and avoid shuffling them or reading off of them during the interview. Conduct the same level of research that would be appropriate for an in-person interview.

Put the camera at eye-level or higher.

Looking down into the camera creates an illusion of a double-chin, while looking up into a camera emphasizes confidence and compliments cheekbones and jawlines. If necessary, raise the level of the laptop by placing it on a box or stack of books (make sure they are sturdy, first). Before the videoconference, test out the camera and adjust it to the optimal height, angle, and distance.

Maintain eye contact with the camera, not the face on the screen. Be certain that the camera is at the top of the laptop to make this more natural. Looking directly at the camera gives the illusion of making eye contact with the interviewer while looking at the screen gives the impression of looking away from the interviewer’s eyes.

Choose an appropriate background.

A bare, solid-colored wall makes the best background. No controversial or confidential material should be in view of the camera. The interviewer will want a clear, unobstructed view of the candidate’s face and shoulders. When in doubt, sit farther back.

During the interview, the goal is for the interviewer to focus on the conversation, not the surroundings. If the background is distracting, it will detract from the content of the conversation. Well-lit rooms are preferable, but avoid very bright lights and sitting close to a window. Sunlight can cause a glare that makes it difficult for the camera to adjust to show the candidate’s face.

Dress for success.

Candidates should prepare their appearance as they would for a face-to-face interview. Keep body language neutral and positive, and avoid fidgeting. Body language is more difficult to read over a video call, so smile and engage the interviewer clearly.

Smile, smile, smile.

Smiling has countless positive benefits. It is scientifically proven to calm nerves and lower stress hormones in the bloodstream. Smiling conveys openness, attentiveness, and interest. Enthusiasm is contagious, and it will encourage the interviewer to engage and show interest in the conversation.

This market adoption of work-from-home alternatives may signify a shift in the way the world goes to work, and is especially beneficial during the trying times of a health crisis like the Coronavirus. Whether temporarily operating from your home desk - like for an interview - or making your home office your own personal HQ long-term, the above tips are applicable for all WFH situations. Stay healthy out there! And for further professional hygiene checkups, reach out to one of our qualified Blue Signal recruiters.

To download further interview tips and information, follow this link to our comprehensive interview guide.

Interview Tips – Downloadable Guide

February 13, 2020 by Amber Lamb

Companies often use interviews as the first step in the hiring process. An interviewer’s goal is to determine whether the candidate possesses the technical skills for the position, can speak to the desired qualifications and accomplishments, fits the company culture, and is truly interested in the opportunity. The candidate’s goal is to gather information about the role, company, and hiring manager while also trying to make it to the next step. From the first impression to the negotiation phase, it’s your job as a candidate to make sure you are properly prepared.

The best way is to work with a recruiter - like the ones at Blue Signal - to help coach you through the process and give you even further insight into the company, the role, and what they are looking for. Even without this expertise, you can ensure a positive impression by following the interview tips outlined in the following download!

If you are interested in learning more about what a recruiter can do for you as a candidate in the process, contact one of our experienced and discrete recruiters today to talk about the opportunities available for you.

Sales Reps: Ask These Questions in Your Next Sales Interview

May 11, 2017 by Blue Signal

Many sales reps are great interviewers, since they excel at building relationships and having targeted conversations. One of the best ways a sales rep can stand out from the competition in an interview is by asking great questions. Research the company’s products and brands well ahead of time (try out the products firsthand, if possible), and then spend the interview time asking questions that will help both parties to determine whether the job is a fit.

These questions are designed to jumpstart conversation about company culture specifics. Listen carefully to what is said, and what is not said. Be ready for a range of possible answers, and have responses to guide the conversation.

“What is the usual progression for top performers in this job?”

Sales roles often have high turnover, especially at the lower levels. But asking simply about tenure can give a bad impression in an interview. Instead of asking a question that focuses on the worst performers, ask about the best performers. This question does double-duty: it demonstrates a commitment to succeed, and it also uncovers how the company treats its highest-performing salespeople.

Another variant on this question is, “What do the most successful salespeople do in their first month on the job?” Both variations of the question emphasize that the candidate has every intention of doing a good job.

“If you had an extra 20% added to your budget, how would you spend it?

An engaged hiring manager will know what they would love to spend more money on – product training, marketing materials, extra reps, prospecting software, or extra incentives, for example.

There is no right or wrong answer to this question, but it will indicate the top priorities (and possible pain points) of the team’s management. Someone from a technical background may prioritize product knowledge and technical support. A manager who is actively engaged with their team may focus on skills development. A data-driven manager may invest in analytical software and tracking tools for the team to find out where the problem is. Listen carefully to the “why” in the interviewer’s answer, and think about what was not said as well as what was said.

“What is the top skill you wish you could improve in your sales team?”

Every team has weaknesses, and most sales teams struggle with a similar set of challenges across the board. This question gives insight into which weaknesses the manager focuses on. Common answers to this question include: product knowledge, prospecting, actual salesmanship, and better documentation/follow-up. An engaged hiring manager will answer this question in detail because they know where the team’s weaknesses are.

A sales rep who is interviewing can use this information to guide future questions, especially if they are strong in an area where the rest of the team is weak. It pays to follow up with a question about how the sales department compensates for this weakness—additional training, regular coaching, bigger incentives? It says a lot about the overall approach of the team.

“Which departments does the sales team work with on a regular basis?”

Some sales teams operate in a bubble and focus purely on selling, selling, selling. Other companies have a more collaborative culture, and their sales teams meet with R&D to brainstorm solutions to common customer complaints, or with marketing to come up with better materials and marketing strategies to help reps sell better. Neither approach is right or wrong, but it says a lot about how the company integrates sales into the rest of its culture.

“What kind of support personnel does your sales team have?”

Sales is not an easy line of work, and it gets even harder when reps are bogged down with non-sales work. Support personnel help a sales team to run like clockwork. This includes sales engineers, technical support, customer service, admin, data entry, product managers, and pre-sales/post-sales support coordinators. Even a small number of support personnel can mean a huge difference in a rep’s workload, and that translates to more sales and more commissions.

“What percentage of reps hit their quota each year? How does the top 10% perform?”

Not all sales departments set realistic quotas for their team. If the annual quota is $5 million, but the average rep only closes $3 million, the target is unrealistic. A very high OTE is great, but only if it is achievable. This question also helps to feel out how in touch a hiring manager is with their team’s numbers.

It pays to know how the top 10% performs compared to the average rep, to get a realistic idea of how much to expect in sales and commissions.

“What is the sales workflow?”

This question gives the hiring manager a good opportunity to talk about what tools and procedures the company uses in its sales process. A good sales funnel is straightforward and simple. Beware of a complicated process with unnecessary twists and turns. Another red flag is a high amount of follow-up, which takes a rep’s time away from selling.

Get an idea of the company’s sales stack. Even the best salesperson can have a hard time selling if the company’s software platform is outdated or difficult to use. On the other hand, a modern fully-loaded CRM shows that the company is serious about investing in its sales team.

“Why are you hiring for this role right now?”

The easy answer to this question is, “We’re growing,” which is what most hiring managers will answer. But instead of stopping there, dig a little deeper. Ask how much they have grown, and how it compares to past growth. Why now? This is also a good opportunity to find out the size of the sales team.

The other possible answer is that someone left. This is not automatically a bad thing – the hiring process usually moves much faster for replacement roles than for newly created roles. If the role is open because someone resigned, see how the hiring manager responds. If they speak negatively about the employee or air grievances (which tends to be uncommon), take it as a red flag. The best professional response is to briefly explain that the person moved on to other opportunities.

“What is the biggest challenge your team has faced in the last year, and how did your team overcome it?”

The sales profession is not easy, especially in the roller-coaster market of the past 10 years. Every team has faced challenges. Find out how they responded, and more importantly, how the hiring manager speaks about the difficulties on the job. Some managers ignore or minimize problems, some face them head-on, some like to get their hands dirty on the front lines, and others like to analyze the problem carefully and take a targeted approach. Again, this question is all about getting down to the personality and work culture of the team.

“Tell me about some of your key metrics.”

Selling is a numbers game, and a great hiring manager is on top of their team’s metrics. Good metrics to talk about include the cost of acquiring a new customer, conversion rates, and average deal size. For long-cycle sales, be sure to get an estimate of how long deals usually take to close.

The interviewee should have their own numbers ready to discuss, so that once the hiring manager begins talking about their metrics, the interviewee can respond with how they can improve those metrics. This is a good opportunity to trade stories about big milestones and key successes in the past few years.

“What keeps you motivated and excited to come to work every day?”

This is an easy one to pull out to break tension or to follow a complex question. People who work in sales are all about motivation and excitement (if not, they are probably in the wrong profession). What they say is less important than how they say it. If their answer is motivating and exciting, they are probably a good match.

Interviewing soon? Read more about how to excel in a sales interview. Find even more interview tips here.

How Successful Hiring Managers Prep for Interviews

November 18, 2016 by Blue Signal

Many hiring managers think of the in-person interview as a meeting where it is the candidate’s responsibility to impress them. However, an effective hiring cycle is a process that starts with attracting applicants, followed by identification of candidates, evaluation, selection, and acceptance. In a candidate-driven market, a hiring manager must also impress the candidate, because the best candidates do not need to make a move.

Set up a pre-interview call with their recruiter.

Hiring an employee is a huge investment of money. Most interviews last only an hour or so, which doesn’t give the hiring manager much time to make such an important decision. Never waste time during an interview by asking basic questions that a recruiter can answer. A day or so before the interview, spend time on the phone with the recruiter to gather details about the candidate. Cover all logistical information such as salary expectations, relocation, and potential resignation difficulties.

Questions to cover during this call:

Why do they want to make a move?
What are they lacking in their current job?
Why this firm?
What concerns do they have?
What is most important for them to learn?

Look at the physical office space through their eyes.

What will the candidate see when they walk into the building? Is the space dated or cluttered? Just as a candidate’s outfit should create a professional first impression on the interviewer, the physical office space should create a professional first impression on the candidate. Use the office space to sell the candidate on the job. Reserve the best conference room available, and showcase selling points such as new technology or state-of-the-art workspaces. Make sure that clutter is out of the way and that the office is on its best display.

Greet them warmly when they arrive.

Prep all staff to receive the candidate warmly and professionally – few things are more disorienting to a candidate than a receptionist who was not expecting them and has to fumble to figure out where to send them. While some firms ask candidates to fill out forms when they arrive for an interview, try to minimize paperwork, as it eats up valuable interview time. Expect them to arrive 5 to 15 minutes early and be prepared accordingly.

When they arrive, offer them bottled water, coffee, or tea. Instead of having the receptionist send them to find the office through an unfamiliar building, walk down to meet them personally. Make pleasant small talk on the way up to the office, and compliment them on something. The interview should be in an office or private conference room, and all devices should be switched off or silenced. Have their resume printed out and a notepad ready for jotting down a few notes.

It is a nice gesture to give the candidate some printed materials to review after the interview, or even some small company-branded items.

Balance talking and listening.

In interviews, the person who does the most talking usually has the most positive impression of how the interview went. Aim for a 50/50 balance of talking versus listening.

Resist making a snap judgement in the first 3 minutes, which is the time that the subconscious usually kicks in to make a “gut decision.” Open with some friendly selling points about the job and the company that the candidate may not have discovered during their research, and avoid the temptation to open with hard-hitting questions. Stay positive, and get a complete understanding of the candidate’s history, work style, and accomplishments. Have a strategy and an outline of which questions to ask.

Salary is best discussed through the recruiter. Verify the candidate’s current compensation if necessary, but do not negotiate in the early stage. The candidate does not yet know if they want the job. The point of this meeting is to gather information and to make the candidate want the job.

Afterwards

At the end of the interview, clearly articulate the next steps and the timeline. Follow up with the recruiter within an hour of the end of the interview to discuss how it went.

The overall point of the hiring cycle is to decide whether a candidate is a good fit for the organization, but the goal of an interview is to make the candidate want the job. A hiring manager might get all the information that they need to make a decision, but if the interview turns the candidate off, there is no chance of a hire. Presenting the job in the most positive light will attract the best candidates and encourage a high level of motivation from day one.

Hiring soon? Set up a free consultation with us at [email protected].

3 Reasons Good Candidates Can Give Bad Interviews

August 4, 2016 by Blue Signal

The cost of a bad hire is substantial, sometimes up to three times the employee’s annual salary. The interview process is one of the only sources of information for an employer during the hiring process. Unfortunately, it is not a foolproof way to judge a candidate’s fit.

Interviewing and job performance often use totally different skill sets. Sometimes a terrible candidate interviews very well. Good candidates sometimes give bad interviews. It can be difficult to tell the difference. Look for these signs that the candidate may be a good employee who gave a weak interview:

1. The candidate has not interviewed in years.

When companies are filling a permanent role, they generally want someone stable with a history of long-term commitment to employers. Committed job candidates can easily go 10 years or more between interviews. Even if they are highly qualified and experienced, their interviewing style may be lackluster or outdated purely due to lack of practice.

What to do: Keep in mind that a candidate who interviews extremely well could be a serial interviewer. Target specific accomplishments, tasks, action items that the candidate can prove from past roles. Be wary of candidates who love to talk theory and buzzwords but cannot back them up with quantifiable achievements.

2. Interviewing skills are not the same as job skills.

For most jobs, interviewing is an entirely different skillset than the skills necessary to do the job. Some candidates have outstanding experience and qualifications, but they may not be able to sell themselves as well as a routine job-hopper/interviewer. In people-oriented or customer-facing jobs, candidates should have strong interviewing and communication skills. People in technical roles with low interaction may have less experience with the complex communication skills that come into play during an interview.

What to do: Keep in mind that interviewing well is not the same as performing well, especially for roles that are technical in nature. Focus on the actual job qualifications and look for measurable past achievements that demonstrate good job performance.

3. The candidate is nervous.

Many interviewees have trouble relaxing and accessing their long-term memory during an interview, even with dedicated preparation ahead of time. A candidate may feel nervous because they are sincerely excited about the job opportunity and want to perform well in the interview.

Sometimes a candidate may just be having a bad day despite their efforts to put their best foot forward. There may have been terrible traffic on the drive to the interview or a stressful event in their personal life. While it is important for a candidate to put aside their emotions and focus on the job, the reality is that life sometimes throws difficulties in the way.

What to do: Recognize that an interview is a highly artificial conversation, and that everyone involved has a lot at stake. In the first few minutes of the interview, set the tone of the interview with a few open-ended, easy questions. It is worth spending a few minutes putting a nervous candidate at ease if it means getting excellent answers later in the interview and making the right hire.

True warning signs of a bad employee:

Analyze poor or bad interviews carefully. Not all interviewing mistakes are due to nervousness. Watch out for these red flags, which indicate pervasive character problems:

Bad-mouthing
There is no excuse for belittling colleagues, employers, or even company initiatives during an interview.

Inappropriate or rude jokes
Candidates who cannot or will not respect professional boundaries are a dangerous liability.

No goals
Some candidates stumble depending on how the question is asked, but if a person cannot give any concrete goals or plans for the future, they likely struggle with motivation.

Complaining, whining, negativity
Everyone runs into difficulties and stress at some point in their careers, but if a candidate cannot set aside their past grievances for even an hour while interviewing, they are probably a chronic complainer.

Playing the victim
Some people truly have been victimized in past jobs, but be wary of candidates who refuse to take responsibility for past mistakes or failures.

Selfishness, focused on stuff and benefits
Money and benefits are important but should not dominate an interview. An interview should focus on whether a candidate and employer are a good fit for each other.

Defensive or argumentative responses
This shows a lack of respect for authority and an unwillingness to take criticism.

Dishonesty and “white lies”
A candidate who is dishonest during an interview will continue the behavior after getting the job. Do not put the company at risk of a liability issue due to dishonest behavior.

One final tip:

Ensure that the company’s hiring process is designed to attract top talent. Hiring managers are more likely to make a bad hiring decision when they are rushed, under-prepared, or untrained in interviewing skills. Bad hiring processes lead to bad hires, which are expensive and damaging to morale. The hiring manager guides the interview, not the interviewee. Be prepared.

After making a hire, give the employee the tools to succeed right away. Managers who leave new hires to fend for themselves will miss the chance to start new employees on the right foot.

For more advice on interviewing effectively, contact us at [email protected].