• Choose a category
• All
• Classic-Fiction

References and Interviews

When checking references, be sure to ask previous employers about an individual’s motivation. Try to get input not only about strengths or weaknesses, but also about the individual’s attitude and personality. Was this person a motivated self-starter who took the initiative, or did he or she always need to be told what to do? Did this person do more than was expected, or simply satisfy the minimum requirements? Is this someone coworkers respected and with whom they got along? Was he or she cooperative, engaged, and dependable?

* * *

“All the clever strategies and advanced technologies in the world are nowhere near as effective without great people to put them to work.”

—Jack Welch,

former CEO of General Electric

and author of Winning

* * *

$$

In your interview, probe to find out what motivated each candidate in the choices they’ve made during their lives. As you ask questions about their decisions, their thinking style will come into sharper focus. Did the person find the motivation to take actions from within himself? Did she rely upon others to prompt an action? For each accomplishment on his resume, was the initiative to get the project or process started his own? Rather than formulating hypothetical questions about what a candidate might do under a given set of circumstances, use your candidate’s resume to give you ideas for questions that elicit information about what he or she has done in the past—because research has shown that past behaviors are the best predictors of how people will behave in the future.

* * *

THE BOTTOM LINE

* * *

MISSION AND MOTIVATION

Once manufacturing-focused, American business today is increasingly service-and information-oriented. For many companies, intellectual capital offers a competitive advantage.

This is why your company’s greatest resource is your people. People want to be part of an organization with a meaningful mission—an organization with integrity. People are highly motivated when they work for an organization that demonstrates by its actions that it believes in the value of its employees.

* * *

$$

* * *

The BIG Picture

* * *

HIRING BY INSTINCT

It’s a given that you should carefully consider each job candidate’s qualifications for a position. However, your gut feeling about the candidate is just as important, so don’t dismiss it.

You need to feel comfortable with the candidate as a person. Envision this individual in your organization: Can you see him or her interacting well with coworkers and superiors? Can you see the candidate accepting the company culture? Do you feel the individual’s style is a good fit?

On these key points, don’t make a decision based solely on your reason. Trust your instincts as well.

* * *

$$

Formulate your questions carefully, also anticipating follow-up questions you might want to ask. Interview your strongest candidates personally, but also have a few others speak to them individually as well—asking the same questions that you have posed about prior experience, job qualifications, and management experience so that you can all compare notes. Avoid group interviews, which make many candidates uncomfortable. End by inviting the interviewee to ask you questions.

Knowledgeable questions, revealing that time has been spent finding out about your institution, demonstrate motivation as well.

Watch the candidate for signs of interest during the interview—an enthusiastic speech pattern, animated presentation, eye contact, smiling, nodding to display understanding, and active listening, with arms apart, gesturing with open palms, and a forward leaning posture.

After the interview, write down your impressions of the candidate right away—your gut feelings as well as your thoughts. Bring finalists back for second interviews to gather additional information and further assess their qualifications and motivational level.

* * *

Dos & Don’ts

* * *

THE RIGHT STAFF

Growth follows when you start with the right people, ask the right questions, and stimulate