Friday, December 6, 2019
Harvard Business School free essay sample
The culprit is usually the toocasual interview. Filled with informal banter and less-than-incisive questions, such conversations practically invite candidates to give canned responses. To avoid this problem you have to question candidates about their experiences in thought-provoking and unexpected ways. After all, says Clinton, Mass. based coach Jeffry Mead, the best predictor of future performance is past behavior. colleagues review each candidateââ¬â¢s resume and drum up a handful of questions. For example: ââ¬Å"Youââ¬â¢ve been asked a question by a client on a product that you donââ¬â¢t support, and itââ¬â¢s after-hours on Friday. Where do you find the answer? â⬠Explains Brawitsch: ââ¬Å"We like and inquire about the candidateââ¬â¢s ability to learn. For example: ââ¬Å"Tell me about a time when you were in over your head on a project. How did you handle it? â⬠But be forewarned: the word about behavior-based interviewing is out. College career centers, MBA placement services, and dozens of Web sites offer advice on how to answer such questions. We will write a custom essay sample on Harvard Business School or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Unfortunately, the more some candidates prepare for an interview, the more they are tempted to embellish the truth. Training magazine recently reported that of the six MBAs a major consulting ? rm called for second-round interviews, three tried to demonstrate their initiative by telling the same story about leading a fund-raising project at their business school. ââ¬Å"The firm called the school and learned that none of the three was even on the fund-raising committee,â⬠the article stated. So how can you get beneath the surface of an answer that seems a little too soigne or a claim that stretches credulity? Get more creative with your questions. ââ¬Å"Tell me about a time when you faced a challengeâ⬠just wonââ¬â¢t cut it anymore. Drill down for details about how the candidate handled a particular situation. ââ¬Å"If someone says theyââ¬â¢ve worked with Windows NT, for example, weââ¬â¢ll narrow it down to just Windows NT questions,â⬠says Brawitsch. ââ¬Å"If they donââ¬â¢t know what theyââ¬â¢re talking about, theyââ¬â¢ll give us wrong answers. If theyââ¬â¢re honest and they donââ¬â¢t know the answer, theyââ¬â¢ll say, ââ¬ËI really havenââ¬â¢t explored that area of NT yet. ââ¬â¢Ã¢â¬ Ask de? nitional questions that test a candidateââ¬â¢s knowledge of a speci? c topic. But respect the distinction between inquiry and interrogation. A common mistake is to pass judgment too quickly. If you hear something you donââ¬â¢t like, ââ¬Å"use that intuition to craft a better, more delving question,â⬠Mead advises. ââ¬Å"Be quick to notice and slow to judge. â⬠I Behavior-Based Interview Questionsââ¬âSome Samples Describe a time when you made a poor decision on the job. How did you handle it? Tell me about a time when you took charge as a leader in a work situation without being formally assigned to that role by your boss. Give an example of a time when you conformed to a policy with which you did not agree. Tell me about a time when you broke the rules. Long before a candidate comes in for an interview, carefully observe employees in your organization who excel in the role youââ¬â¢re looking to ? ll. Identify their key behaviors, and then use those behaviors to craft questions that draw out a candidateââ¬â¢s relevant experiences. But concentrate on past behaviors, not attitudes. The worst thing you can do is ask managers to pretend theyââ¬â¢re psychologists,â⬠behavior-based hiring authority Bill Byham told Fast Company. ââ¬Å"You want to take the interpretation out of it. â⬠Steve Brawitsch, a senior manager at Hyperion Solutions in Stamford, Conn. , uses behavior-based questioning to hire all of his technical support managers. ââ¬Å"We try to ? nd out what life will be like working with a candidate on a daily basis,â⬠he says. ââ¬Å"We spend a lot of time in the of? ce and we have to feel comfortable with our coworkers. â⬠Before each interview, Brawitsch and a team of to hear that theyââ¬â¢ve been creative. Maybe they found the answer somewhere on the Internet. Maybe they called someone at home, if necessary. â⬠But if the candidate says he waited until Monday, ââ¬Å"thatââ¬â¢s not what we want to hear. â⬠As you inquire about candidatesââ¬â¢ experiences, sooner or later youââ¬â¢ll get the ââ¬Å"Iââ¬â¢ve never done thatâ⬠response. When that happens, ââ¬Å"youââ¬â¢ve learned something very important about the candidate,â⬠Mead declares. ââ¬Å"Youââ¬â¢ve learned not that she canââ¬â¢t do it, but that if you were to hire her, sheââ¬â¢ll be doing a lot of her tasks for the ? rst time. â⬠Ask yourself if thatââ¬â¢s a scenario you can live with.
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