Page 60 - GS140301
P. 60
ChapterTitle
Education
• Prepare questions based on what information you want to obtain from • Close the interview by asking
the candidate. Are there job specifics, sales goals or activities that are if the applicant has questions,
specific to the job you want filled? and provide your contact in-
• Contact the prospective candidates by telephone or mail and schedule formation.
the interview. • If a second interview is neces-
• When the candidate arrives, make the person comfortable, ask him or her sary, follow similar steps with
to complete a job application and provide a written job description. more involved questions about
past performance and success-
• Conduct the interview. Ask short, specific questions. Allow the candi- es.
date to do most of the talking without straying too far off the subject. Ask
"how much," "how many," "how long" and "when" type questions to get Make the offer
specifics. Ask open-ended questions such as, "tell me about …" Now, take care of preliminaries and
• Complete an interview evaluation form. Do not make notes of a discrimi- then extend a formal offer:
natory nature, for example: looks fat, Asian, pregnant, old, etc.
• Ask for at least three profes-
sional references and check
each carefully, making note of
all information received, both
positive and negative. If you
are not fully satisfied with the
information from the initial
references, ask for additional
names and contact informa-
tion.
• Conduct a thorough back-
ground check.
• Consider drug screening. Re-
member, this applicant is rep-
resenting your company dur-
ing business hours, as well as
after hours.
• If you find any discrepancy in
the information provided by
the prospect, negative public
records or failed drug tests,
eliminate the candidate from
further consideration.
• If everything checks out clean-
ly, make a formal offer in writ-
ing of the position, including
salary, location, hours, etc.
• Contact all other applicants
and notify them that the posi-
tion has been filled.
Hiring an employee is challenging,
exciting and rewarding; the impact
on your business can be great. Just
remember what Bill Gates said, "The
key for us, number one, has always
been hiring very smart people."
Take the time necessary to select the
best and the brightest to help your
business continue to grow.
Vicki M. Daughdrill is the Managing Member
of Small Business Resources LLC, a manage-
ment consulting company. E-mail her at vick-
id@netdoor.com or call her at 601-310-3594.
60
Education
• Prepare questions based on what information you want to obtain from • Close the interview by asking
the candidate. Are there job specifics, sales goals or activities that are if the applicant has questions,
specific to the job you want filled? and provide your contact in-
• Contact the prospective candidates by telephone or mail and schedule formation.
the interview. • If a second interview is neces-
• When the candidate arrives, make the person comfortable, ask him or her sary, follow similar steps with
to complete a job application and provide a written job description. more involved questions about
past performance and success-
• Conduct the interview. Ask short, specific questions. Allow the candi- es.
date to do most of the talking without straying too far off the subject. Ask
"how much," "how many," "how long" and "when" type questions to get Make the offer
specifics. Ask open-ended questions such as, "tell me about …" Now, take care of preliminaries and
• Complete an interview evaluation form. Do not make notes of a discrimi- then extend a formal offer:
natory nature, for example: looks fat, Asian, pregnant, old, etc.
• Ask for at least three profes-
sional references and check
each carefully, making note of
all information received, both
positive and negative. If you
are not fully satisfied with the
information from the initial
references, ask for additional
names and contact informa-
tion.
• Conduct a thorough back-
ground check.
• Consider drug screening. Re-
member, this applicant is rep-
resenting your company dur-
ing business hours, as well as
after hours.
• If you find any discrepancy in
the information provided by
the prospect, negative public
records or failed drug tests,
eliminate the candidate from
further consideration.
• If everything checks out clean-
ly, make a formal offer in writ-
ing of the position, including
salary, location, hours, etc.
• Contact all other applicants
and notify them that the posi-
tion has been filled.
Hiring an employee is challenging,
exciting and rewarding; the impact
on your business can be great. Just
remember what Bill Gates said, "The
key for us, number one, has always
been hiring very smart people."
Take the time necessary to select the
best and the brightest to help your
business continue to grow.
Vicki M. Daughdrill is the Managing Member
of Small Business Resources LLC, a manage-
ment consulting company. E-mail her at vick-
id@netdoor.com or call her at 601-310-3594.
60
