The Management Blog
Tips & advice to help you improve your performance
You’ve decided that two candidates for an important role in the department should be invited back for a further interview. Both have similar experience and backgrounds…both would fit in well with your team. Here are some questions that might help you differentiate between them.
“You need to convince me you’re the right person for the job. What can you tell me that would make me say ‘yes’?”
Although an interview with a potential new employer can be an exciting, yet stressful time for you, it is usually not the same for hiring managers and recruiters.
While you may be waiting for your chance to impress, they likely spend their days interviewing candidate after candidate. Learn More
So many managers have told me about their hiring nightmares. They have advertised effectively, drawn a good number of highly-impressive CVs and held a lot of interviews. But no matter how well the person did at interview, they say that the person rarely lives up to the initial promise that they sold at the interview.
So, what alternatives might there be to this age-old system of selecting someone to take on a responsible position within your team? Michael Schrage, a research fellow at MIT Sloan School’s Center for Digital Business, thinks he has the answer. He says that CVs are dead and interviews are largely ineffective. Instead, projects are the real future of hiring, especially knowledge working hiring.
Recruit in haste, repent in leisure! That’s certainly very true when you need new people in your team. When you are looking for a new person, it can be tempting to just place an ad or ask for resumes to be sent in from your favourite job websites. But there’s a better way to plan for new recruits, and a little time well-spent now will reap greater rewards later. Here are some ideas to kick-start your recruitment process: Learn More
How many times have you employed someone based on their CV and the way they come across at interview, then learned to regret it some time later? It may be that they don’t really fit in with the team, haven’t really got the skills they claimed to have or the job role isn’t what they expected.
Interviewing someone simply because they have a good CV may cause problems. Experience shouldn’t be ignored, but it’s not a reliable indicator as to whether someone can give you the outcomes you want. Learn More
With the economy seemingly picking up of late, many companies are telling us that they have started taking on staff again, albeit slowly and intermittently. Many managers are not practiced in interview skills, so it may be good to reacquaint yourself with some ideas if you are about to embark on a recruitment drive, or simply thinking of taking on another person: Learn More
The tasking of interviewing potential new employees is a daunting process all by itself, but sometimes we forget about the process that comes before it – sorting through resumes.
Now let me clarify one point first. The online world is wonderful when it comes to making job postings public. Whereas we were once limited to word of mouth and print advertisements, online job boards give us the opportunity to extend our reach to areas we may not have been able to make contact in before. Learn More
As a manager, I’ve always found the interview process both fascinating and nerve-wracking. It’s fascinating because I get to meet and speak to dozens of incredible people – some great for the job and others not – but all from different walks of life. It’s nerve-wracking because I have to constantly stay on my toes, thinking of interview questions that will help me to almost force a person to show his or her true colors.
In my experience, I’ve found that interview questions serve three main purposes. They tell you whether or not the individual in question has the skills needed to join the workforce; they tell you whether or not a person is able to function well under pressure; and they give you a general idea of whether or not the person will be a good fit, personality wise, with your team. Learn More
So you’re a manager. Congratulations. I’m sure you’re doign a great job. Now, I don’t mean to bust your bubble, but what are you going to do to make yourself a better manager. Here are a few things to consider:
No manager can be successful without a great team at his side. It’s your job to develop a team full of successful, hard working, and motivated individuals. You’ll need to brush up on your interview skills and work at selecting the right people right from the start.
Once you have the right people working with you, you’ll need to make sure they’re all motivated to get the job done – not only on an individual basis but as a team working together as well. Team members should all have times where they’re doing their own things, but they should be able to work together most of the time as well. If you’re having trouble in that area, you may want to implement a few team building activities to break the ice a bit.
Odds are, you judge your employees by their abilities to communicate – with each other, with you, and with clients. But are you setting a good example? Your team members, and even managers above you, will grow dependent upon your ability to convey clear, concise thoughts. You’ll need to work on both your verbal and written communication skills in order to become successful.
Time management is rough for a lot of people, especially those juggling busy home lives while they’re focusing on their careers. What can you do to enhance your time management abilities? Do you need to get a better organization plan? Do you need to learn to prioritise better? Figure out what your weaknesses are and learn to improve upon them.
Your employees and team members get breaks during the day and you should, too. You’re not a superhero and you simply can’t work long days without taking a few minutes here and there to breathe. Take a short walk, get a cup of coffee, or simply shut the office door for a few minutes. Oh, and don’t forget to take your annual vacation. If you’re rested, you won’t become aggravated when dealing with your team.
You are a valuable member of your organisation and you want to make sure you stay that way. Take some time to improve upon yourself and you’ll be successful for years to come.
I’ve always found the interview process to be one of the more entertaining and engaging parts of a manager’s job role. Managers have the unique experience of being able to meet and interact with potential new employees before anyone else – and the challenge of digging for information to ensure the company is making the right hiring decision. As with so many other functions, there is a specific model or pattern that you should follow during the interview process. One such model is the WASP interviewing structure. Learn More
It’s pretty obvious that we need to conduct an interview before we hire a new employee, but what are we supposed to do once an old employee gives notice that he’s ready to move on to a new employer? Should we sit back, wait until his last day, go out for cocktails, and wave goodbye?
If you are a proactive manager you’ll conduct what is known as an exit interview sometime during that employee’s last day or week. There are several reasons for conducting an exit interview.
First of all, your employee may or may not have told the truth when he initially gave you his reasons for leaving. He may have been upset about something going on within the company or department but feared telling you would make his last days miserable. People on their way out the door are usually less fearful and are more likely to give you honest answers.
Second, if you like the employee the exit interview is the perfect opportunity to express your happiness with his job performance. Make sure he knows that if he would like to come back there will be room for him (if there is a job position, of course).
The exit interview goes far in encouraging a positive image of the organisation as well. If you have a positive interview the employee will be less likely to leave on a sour note and will, hopefully, say good things about the company instead of complaining about it to people he meets later on.
During the exit interview you may find that there are issues within your department or the organisation as a whole that need addressing. While it’s preferable that an employee feel safe enough to share these concerns during the course of his employment, it’s nice to find out about these issues before things get worse. Use the information you gather to determine whether or not any sort of corrective action is necessary.
Finally, perhaps during the course of employment you realised that this particular employee may not have been the best fit for your team. Use the exit interview to gather more information about his personality, what he thought of his job, and his work values. This information will make it easier to identify similar personalities in future employment interviews.
Understanding an employees job skills and values is important on the way in the door, but knowing his true feelings on the way out is just as important. Take the time to get to know each and every member of your team and, hopefully, you won’t NEED to conduct too many exit interviews!