To find the right employee, ask the right questions and listen carefully to the answers.  The best interviewers rely on instinct.  They watch and listen carefully and pay attention to details.  Good instincts can be developed and honed by paying attention to things that people do. 

• Always thank your candidate for meeting with you.  Begin with casual conversation and smile. Your goal is to relax the candidate enough to get honest answers to questions you are asking. 

• Never begin by telling a candidate about the job and what it requires.  Begin with questions for the candidate and tell him/her about your organization.

• Stick to work related questions.  Always comply with EEO regulations.

• Avoid yes and no questions.  
For example:  Are you good with people?  Do you have computer experience?
It is better to ask questions that begin a conversation:  How do you deal with difficult people?  Give me an example. What kind of experience do you have on the computer?  What was the most challenging aspect of your last job?  Why do you want this job?

• Do not hesitate to ask for proof of skills. If the candidate needs to write business letters, ask the candidate to sit down and write one for you or ask for a writing sample.

• To get as accurate a response as possible, ask the same question in different ways at different times during the interview.  For example, if you are seeking a problem solver, disperse  questions about problem solving throughout your interview, such as the following:
 What is a problem solver mean to you?
 How have you solved a problem for your last employer?
 If a problem arises, tell me how you handle it.  Give me an example.
 Tell me about a problem that you were unable to solve for your last employer.

• Stay away from frequently asked questions such as what are your strengths and weaknesses and ask less expected ones.  Ask action questions like – what did you do in that case?  What happened next?
When was the last time you dealt with meeting a deadline?  Tell me how you dealt with a difficult situation or person in your last job. 

• Can you detect a pattern in the candidate’s responses?  Try to discover the type of person you are speaking with based on repeated questions they answer.  Is this candidate a problem solver, team player, results oriented?  

• It is useful to find the reason that made the candidate change jobs in each job move.  There are some professional wounds that are less desirable than others.  Desirable reasons for leaving a job include :
Feeling unappreciated after working hard, wanting to learn new skills, wanting a job with greater responsibility and challenge, moving ahead in a career path.  Undesirable reasons to leave a job include personality conflicts and wanting more money.

• Be clear about your salary offer so there is no misunderstanding as you go forward in the interview process.   Review it often during the process. Do not waste your time or your candidate’s time. 

• Find out what interests the candidate. The right fit is a very important factor. If the organization is right for the candidate then the candidate will be right for the organization.  

• Encourage your candidate to interview you as well.  You want your hire to last as long as possible.

• And, finally, what does your instinct tell you.  do you feel comfortable with this person.  Are you feeling confident in their abilities.  Develop good instincts and learn to listen to your instinct.  Is this candidate right for your organization.  Never dismiss your feelings about a person.  If you are uncertain then tale a closer at the candidate. 

In summary, developing your instincts, learning how to read a resume and learning how to conduct an interview are the tools you need to find the right candidates for your organization. 

Never search for the best candidate – always seek the right candidate for your organization.  Studies show that employees who stay at their jobs longer are those where the fit is right.  Know the culture of your organization, the job you are seeking to fill, and what kind of employee will fit into that environment.

To build an organization of high performers, develop your skills as a talent scout and become a relentless and energetic recruiter.  Recruitment must become part of your everyday consciousness.  Be on the lookout for talent all the time -- not only when you have a position to fill.  When you meet someone who interest you, take their name and number and call when an opening occurs.  If they are not interested ask them to recommend someone who they feel is as good as they are.

Learn how to speak about your organization in a way that emphasizes the good.  Know your organization’s major points of appeal. You are selling your organization when you find the right person.

Develop a clear and brief job description that you can use to guide your efforts.  The better your job description, the easier to evaluate your candidate’s skills. 

Learn how to interview.  A Harvard study indicates that more than 75% of turnover can be traced to poor interviewing skills and processes.

Hire quickly when you find a candidate that you feel is right.  Today, success in hiring depends on speed.  More organizations lose the hire of  their choice simply by taking too long to make an offer and the candidate is hired by another organization.

And, the most important objective is to retain as much good staff as possible.  All studies show that employees stay with organizations where they are treated with appreciation and respect.  Help create an organization that is supportive to its employees and your staff will stay forever.