From our candidates we often hear that many employers do a miserable job when interviewing. The typical scenario begins with the interviewer running out of questions after five minutes, then starts talking about the company and the job, and ends up having learned nothing about the candidate.

Refusing to take this vital process serious will almost always guarantee you will be spending money and time hiring the wrong people. Here are several reasons why traditional techniques are inadequate: 

  • The majority of applicants "exaggerate" to get a job. 
  • Most hiring decisions are made by intuition during the first few minutes of the interview. 
  • Most interviewers are not properly trained nor do they like to interview applicants.
  • Many candidates are not trained in how to be interviewed.
  • Interviewers are unable to determine whether the candidate is a good fit with the job and in fact, two out of three hires prove to be a bad fit within the first year.

Behavioural-based questions help to evaluate the applicants past behaviour, judgment, and initiative. Here are some examples: 

  • Give me an example of when you… 
  • Describe a crisis one of your clients faced and how you managed it.
  • What makes you successful as a manager and team leader?
  • Tell me about the largest sales project you obtained and how you managed it.
  • Tell me about the last time you broke the rules.

It is necessary to ask follow-up questions to get to the truth. Simple follow-up questions such as "Why", "How did you make that happen?" or "Can you please tell me more?" are some of the most important questions you will ask in an interview. Excellent candidates will provide you with specific, detailed descriptions of the steps they took with their team members to create results. Weak candidates will answer “no” or provide vague answers that lack detail.