Dear Driven:
You need to know precisely the kind of person you want. Determine the core competencies or skills of the position and insist that candidates demonstrate the ability to manage and master them. Corecompetencies fall into two categories: technical skills, sometimes also called hard skills, and work-behavior characteristics, or soft skills.
As manager, your job is to clearly identify the core competencies. These skills tend to be the most easily identified as learned skills, developed talents and proven experience. Specifically, ask applicants to describe the detailed steps involved in a particular job-critical process, or require them to perform a part of the actual job.
Ask additional questions that require applicants to show how they grew into their position over time. For example, inquire about lessons learned or responsibilities accepted during their tenure.
Although it’s important to focus closely on required technical proficiency, consider soft skills as well. You do this by identifying the key characteristics that distinguish the top performers from lesser performers. Characteristics include work behaviors such as attention to detail, ability to influence others, customer focus and listening skills. Talk not only with the applicant but also with the person’s direct supervisor to get a handle onsoft skills.
Once you identify these competencies, develop pointed interview questions. These may include developing scenarios, such as: “Tell me about a time when you were charged with responsibility for training a fellow worker. What were the challenges and how did you handle them?”
SOURCE: Lonnie Harvey Jr., president,The JESCLON Group, Inc., Rock Hill, South Carolina, September 17, 2004.
LEARN MORE:The Art and Craft of Training for Training.
The information contained in this article is intended to provide useful information on the topic covered, but should not be construed as legal advice or a legal opinion. Also remember that state laws may differ from the federal law.