Index

A

Abbreviations, in notes, 138
Academia, résumés (curriculum vitae) for, 63–64
Accomplishments
- as experience, 53
- measuring, 57–58
- as “noteworthy,” 56–57
- responsibilities vs., 55–56
- résumé screening for, 55–56
Accuracy
- résumé screening for, 62–64
- of work product, 24
- See also Reference checking
Across-the-desk interviewing, 98
Admin (onboarding phase), 192
Age discrimination, 47–48
Alerts, from cell phones, 99
Assessment exercises, behavioral interviews vs., 32
“At will” employment, 69
Auzenne, Michael, xii–xiii. See also Manager Tools

B

Behavioral interviews
- asking behavioral questions, 124
- creating questions for, 31–37
- examples of questions for, 39–40
- identifying behaviors desired in candidates, 21–30
- informal meetings and social media behavior, 67–68
- phone screening and, 79
- probing answers in, 139–144
- technical interviews and, 109–110
- “what and why” method of reporting and, 149–151
Body language, 24
Bulleted items, on résumés, 52–55

C

Candidates
- communication skills of, 131–132, 143–144
- comparing and ranking problems, 92–93
- disclosing physical interview setup to, 97
- evaluating questions of, 126–132
- experience of, 22–23, 53
- multiple candidates and making offer, 152–153, 174 (See also Declination process; Offer process)
- panel interviews disliked by, 104–106
- saying “no” to, 13–17, 13–18
- standardized interview questions for, 111–116
- See also Deciding and offering; Hiring preparation; Hiring principles; Interviewing; Onboarding process; Screening process
Career progression, résumé screening for, 51–52
Cell phone distractions, in interviews, 99
CEOs and C-Suite executives
- résumé screening and evaluating titles, 44
- time devoted to people by CEOs, ix
Certainty, of managers, 26
Characteristics, looking beyond, 21–23
“Christmas Rule,” x–xi
Close (onboarding phase), 191
Communication skills of candidates
- importance of, 131–132
- learning about, 143–144
Companies (hiring)
- candidates' knowledge of, 114
- candidates' questions about, 126–132
Companies (previous employers)
- checking references with, 155–163
- résumé screening for, 44, 49–51
Compensation and benefits
- candidates' questions about, 130–131
- offer process, 166–167, 169
Conference rooms, for interviewing, 97–98
Contact information, sharing with candidates, 91
Curriculum vitae (CV), 63–64

D

Dates of jobs/education, résumé screening for, 47–49
Deadlines. See Time issues
Deciding and offering
- checking references, 155–163
- control passing from company to candidate, 128
- declining candidates, 173–179
- handling two viable candidates, 180–186
- Interview Results Capture Meeting (IRCM), 92, 126, 137–138, 147–153
- making the offer, 165–172
Decision making
- deciding whether to fill job (See Hiring principles)
- probing answers about, 140–144
- for screening résumés, 45, 65–66
- See also Deciding and offering; Interview Results Capture Meeting (IRCM)
Declination process, 173–179
- directness of, 175–177
- offering feedback, 177–179
- ruling candidates out before making hire, 174
- timeliness of, 173–174
- two viable candidates and, 181–186
- waiting for acceptance before, 174
Demeanor, 24. See also Behavioral interviews
Density of information, résumé screening for, 64–65
Desks, in interview setup, 98
“Director” title, résumé screening and evaluating titles, 44
Direct reports, prioritizing work of, 5–7
Direct reports as interviewers
- final interview process and scheduling, 93–94, 95
- at Interview Results Capture Meeting, 148
- in mandated panel interviews, 105–106
- standardized interview questions by, 111–116
Distractions
- interviewing and, 99
- note taking and, 134–136
Documentation, of work product, 24
Drucker, Peter, 141

E

Education of candidates
- completion of, 59–60
- performance during, 61–62
- quality of, 60–61
- résumé screening for, 58–59
Effective Manager, The (Horstman), x
Electronic devices
- interviewing and, 99
- note taking and, 134–136
Estimation, interviewing about, 32–33
Experience of candidates
- accomplishments as, 53
- behavioral interviews for identifying, 22–23
- See also Reference checking; Résumé screening

F

Facebook, screening candidates' profiles, 70
Facial expression, 24
Feedback, to declined candidates, 177–179
Final interview process, 89–95
- disclosing process to candidate, 89–90, 97, 120–121
- having direct reports interview candidate, 93–94
- lunch break during, 95
- reviewing logistics with candidate, 90–92
- schedule example for, 90
- scheduling one candidate per day, 93
- time for, 94, 95
- See also Interviewing
Free speech issues, of social media, 67, 69
Furniture, for interview setup, 98

G

Gaps, in employment history, 48
Grade point average (GPA), 62

H

“Hell on Earth” hire, 16, 16–17
Hiring effectiveness, ix–xiv
- data supporting theories for, xiii–xiv
- gender and, xiv
- importance of, x–xii
- Manager Tools (podcast) for, x–xi
- time devoted to, ix–x
- See also Deciding and offering; Hiring preparation; Hiring principles; Interviewing; Onboarding process; Screening process
Hiring preparation, 19–40
- behavioral interview questions, examples, 39–40
- creating behavioral interview questions, 31–37
- identifying important behaviors desired in candidates, 21–30
- improving, 197
Hiring principles, 1–18
- determining whether job needs to be filled, 3–7
- saying “no” to interviewing, 13–17, 13–18
- setting high standards for hiring, 9–12
Horstman, Mark
- The Effective Manager, x
- Manager Tools (podcast), x–xi
- website of, xiii
- See also Manager Tools
Huddle rooms, for interviewing, 97–98
Human Resource departments
- offer process and role of, 165–166, 172
- panel interview requirements of, 104–106
- phone screening by, 81–84
- See also Reference checking

I

Instagram, screening candidates' profiles, 70
Interview Creation Tool
- behavioral questions, 39–40
- Interview Guideline, 203–215
- pre-printed sheet for questions and answers, 133
- standard interview overview, 120–121
- standardized questions, 113
Interviewing, 85–144
- final interview process, 89–95
- informal meetings with candidates and, 67–68
- interview structure, 117–132 (See also Structure of interview)
- note taking during, 133–138
- panel interview problems, 93, 101–107
- physical setup for, 97–99
- probing behavioral interview answers, 139–144
- saying “no” to, 13–17, 13–18
- standardizing questions for, 111–116
- technical interviews, 109–110
- by video/phone vs. face-to-face, 87–88
- See also Behavioral interviews
Interview Results Capture Meeting (IRCM), 147–153
- decision to make offer, 151–152
- decision to make offer, before interviewing all candidates, 152–153
- importance of, 147
- logistics of, 147–148
- note taking for, 137–138
- ranking of candidates and, 92
- supporting recommendation in, 126
- “what and why” method of reporting, 149–151
Introduction(s)
- in interview, 117–119
- introducing candidate to team members, 98

J

Job descriptions
- behavioral interviewing and, 25
- checking references about, 160–161
Job offers. See Deciding and offering
Job titles
- checking references about, 158–160
- résumé screening for, 43–46, 55

L

Layoffs, xi
Legal issues
- accurate note taking and, 136–138
- age discrimination, 47–48
- of 1-to-1 interviews, 106
- of reference checking, 155–157
- of retaining recruitment papers, 134
- standardized interview questions and, 112–113
LinkedIn, screening candidates' profiles, 69–70

M

“Manager” title
- hiring manager-level candidates, 52
- résumé screening and evaluating titles, 44, 55
- variation in responsibilities for managers, 54
Manager Tools
- on phone screening, 76–77
- Simple Questionnaire, 29–30
- social media guidance, 69–70
- There's a Cast for That (podcast), x–xi, xiii
- See also Interview Creation Tool; Matrix for hiring
Matrix for hiring, 13–18
- eliminating bad outcome with, 17, 17–18
- false negative outcome, 15, 15
- false positive outcome (“Hell on Earth” hire), 16, 16–17
- overview, 13, 13–14
- panel interviews and negative correlation to, 103
- true negative outcome, 16, 16
- true positive outcome, 14, 14–15

N

New hires, onboarding. See Onboarding process
Note taking, 133–138
- abbreviations for, 138
- accuracy of, 136–138
- detail of, 136
- handwriting notes, 134–136
- importance of, 133
- pre-printing questions on answer sheet, 133–134

O

Offer process, 165–172
- asking about questions during, 171
- asking for acceptance of offer, 171
- compensation and benefits, 166–167, 169
- components of, 168–170
- following up, 172
- Human Resource department's role in, 165–166, 172
- making “early offer,” 166
- offering praise and congratulations during, 168
- timeliness of, 167
- two viable candidates and, 181–186
- voicemail messages for, 168
- written offers, 167
- See also Onboarding process
Onboarding process, 189–196
- control of, 189–190
- discipline of, 193
- documenting and tracking, 194–195
- looking for strengths vs. weaknesses, 193–194
- Manager Tools Onboarding Checklist for, 195–196, 196
- phases of, 190–192
1-to-1 interviews, as “risk,” 106–107
Open plan offices, for interviewing, 97–99

P

Panel interviews
- ineffectiveness of, 101–107
- interviewing by individual direct reports vs., 93
Performance reviews, 26–27
Perspective
- panel interview problems of, 102–103
- standardized interview questions and, 116
Phone calls
- for declination process, 175–177
- as distractions in interviews, 99
- for offer process, 167, 168
Phone screening of candidates, 73–79
- asking behavioral questions during, 79
- efficiency of, 66
- ending the call for, 79
- by Human Resource departments, 81–84
- initiating phone call for, 75–76
- providing overview to candidate for, 76–77
- screening steps prior to, 73
- setting time limit for, 74–75
- starting with “Tell Me About Yourself” (TMAY), 77–78
- video interviews following, 87–88
Physical setup, for interviewing, 97–99
Preparation. See Hiring preparation
Prepare (onboarding phase), 191–192
Principles of hiring. See Hiring principles
Prioritization, of open positions, 3–7
Privacy issues, of social media, 67, 69
Probing
- of behavioral interview answers, 139–144
- during interview, 121–124
- See also Questions for interviews
Problem solving, interviewing about, 32–33

Q

Quality/quantity, of work product, 24
Questions for checking references. See Reference checking
Questions for interviews
- answering, 125–126
- evaluating candidate questions, 126–132
- probing interview answers and, 116, 139–144
- standardizing, 111–116
- structure of interview and asking, 124–125
- three parts of, 34–37

R

Ramp (onboarding phase), 192
Reference checking, 155–163
- admission and factual questions for, 155–157
- areas of improvement, 162–163
- assessing fit, 163
- concerns raised during, 163
- contributions, 162
- employment dates, 157–158
- expressing appreciation during, 161
- job description, 160–161
- job title, 158–160
- project specifics, 162
- reasons for, 155
- substantive questions in, 161
Responsibilities
- checking references about, 162
- résumé screening for, 52–54
Résumé screening, 43–66
- accomplishments, 53, 54–58
- for accuracy, 62–64
- career progression, 51–52
- companies, 49–51
- dates, 46–48
- deciding to screen further, 65–66
- density of information, 64–65
- education, 58–62
- job titles, 43–46, 55
- responsibilities, 52–54
- saving time with, 43

S

Safety, of work product, 24
Screening process, 41–84
- phone screening, 73–79, 81–84
- for résumés, 43–66 (See also Résumé screening)
- social media and, 67–79
Self-awareness, interviewing about, 33
Skills, traits, abilities, and characteristics (STAC) list, 25, 27–29
Small talk, in interview, 119–120
Smart and Gets Things Done (Spolsky), 110
“Smart” behavior, 23
Social media
- behavior evaluation and, 67–68
- eliminating candidates based on, 71–72
- privacy and free speech issues of, 67, 69
- screening guidance for individual social media sites, 69–71
Software specialists
- resource for hiring, 110
- Stack Exchange for screening candidates' profiles, 71
Spelling errors, on résumés, 63–64
Spolsky, Joel, 110
Stack Exchange, 71, 110
Standards, for hiring, 9–12
Storytelling, interviewing vs., 115
Structure of interview, 117–132
- answering questions, 125–126
- behavioral questions, 124
- brief small talk, 119–120
- custom/targeted questions, 125
- evaluating candidate questions, 126–132
- introduction, 117–119
- providing overview to candidate, 120–121
- “Tell me about yourself” (TMAY), 121–124

T

Technical interviews, 109–110
“Tell Me About Yourself” (TMAY), 77–78, 121–124
There's a Cast for That (podcast), x–xi, xiii
Time issues
- of candidate preparation and interviewing, 123–124
- for declination process, 173–174
- final interview process and, 94, 95
- final interview process scheduling example, 90
- for offer process, 167, 169–170
- phone screening time limit, 74–75
- résumé screening and, 43
- subordinates and prioritization of work, 5–7
- timeliness of work product, 24
- for two viable candidates, 181–186
Top performers, behavioral interviewing and, 27–29
Tracking, of onboarding process, 194–195
Traits, looking beyond, 21–23
Twitter, screening candidates' profiles, 70–71

U

Unstructured interviews, 33

V

Vacation, negotiating, 166–167
Video interviews, face-to-face vs., 87–88
Voicemail
- for declination process, 176–177
- making offers via, 168
- See also Phone calls

W

Wal-Mart, 50
Welcome (onboarding phase), 191
“What and why” method of reporting, 149–151
Word choice
- probing answers to questions and, 141–142
- on résumés, 24
Work product, importance of, 24
Written job offers, 167