Added: Aurielle Miles - Date: 13.04.2022 10:16 - Views: 46693 - Clicks: 4276
Should you ask each person the same questions?
What do you read—if anything—into the tone of their voice? And how do you overcome the fact that so many companies only allow you to talk to HR and confirm the most basic information? What the Experts Say Checking references is often seen as one small piece of the hiring protocol—the final motion to go through before you extend a formal offer to a candidate. Here are some tips to make the most of reference checks. Seek input The first step in the process is to solicit feedback from all the people in your organization who interviewed the candidate, according to Claman.
What would you like to follow up on? What do you wish you knew more about? What you learn should form the basis of your questions for the references. If you want to measure his influencing skills, talk to peers. Next, Claman advises complimenting the applicant.
If you display skepticism toward the candidate or hesitate, the reference will likely clam up out of loyalty, she says. Emphasize the value of having a reliable reference. Then ask the reference if she has seen Mary perform in similar circumstances. What did she do? How did she do it? And what were the consequences of her actions?
Describe what success looks like at your organization and ask how Mary measures up. Claman recommends referring to information gleaned from the candidate during the interview process.
Or, I understand your department was under a lot of pressure because of the recent merger. Can you give me an example of how Nancy got new employees to work with her? As the conversation progresses, you can hint at your anxieties and concerns, says Claman. Claman concurs. In the uncommon event that your understanding differs from what you hear from one or more references, ask the candidate to explain. How motivated is she? Does she exhibit empathy? Is she flexible? Some organizations are collaborative, while others are more competitive.
Some are long-term oriented; others are more short-term oriented. Before Brian made the calls, he asked everyone on the team who interviewed Richard for their feedback. From there, Brian asked specific, open-ended questions that he thought would shed light on how Richard would perform in the new environment. For instance, he asked for examples of situations when Richard had to meet a tight deadline without direct supervision and times when he had to make independent decisions. Brian wrapped up both reference calls with his two standard questions: Where do you think the candidate could improve?
I would appreciate a few minutes of your time. Pat then described the specifics of what Jane would be doing at XenoPsi. Can you tell me a story of when Jane did something similar at your organization? I said I was looking for someone who got personal satisfaction from making colleagues successful.
He also told Pat that Jane had formed strong relationships throughout the organization. You have 1 free article s left this month. You are reading your last free article for this month. Subscribe for unlimited access. Hiring and recruitment. How to uncover what you really want to know. on Hiring and recruitment or related topics Talent management and Managing yourself. Rebecca Knight is currently a senior correspondent at Insider covering careers and the workplace.
ly she was a freelance journalist and a lecturer at Wesleyan University. Partner Center.Seeking company right away
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