HUMAN RESOURCES
M
any small business own- of specific skills, abilities, and a series of questions you’d like
ers don’t really know characteristics a candidate to ask each candidate. Al-
what they’re looking for when needs to be successful in the though you’re sure to diverge
they begin the interview- open position. By composing a from your list, having a script
ing process. Inexperienced job description, listing specific lets you get back on track
interviewers are often overly job requirements (e.g., skilled quickly. Ask candidates specif-
influenced by a candidate’s ap- in the use of Excel pivot tables ic questions about their rel-
pearance and don’t accurately and macros) will effectively evant experience…experience
determine if someone can screen out some unqualified that pertains to the job or the
actually perform the job. Here candidates and help stream- work environment. Questions
are seven tips on how to learn line the interview process. Be- that only require general re-
more about candidates: ing clear-cut about a position’s sponses offer little information
requirements helps both you about anyone’s background
Understand what you’re look- and the candidate focus on and do little to differentiate
ing for before you actually what your organization needs. candidates from one another.
start looking. Construct a list Construct a “script”, outlining Take note of the candidate’s
verbal style. What tone of
voice are they using? Is it ap-
propriate for the situation?
Are they articulate? Do they
exhibit behavior that shows
energy, enthusiasm, and the
capability of succeeding in the
workplace?
Also, evaluate the interview-
ee’s non-verbal behavior. If
they’re very stiff, avoid all eye
contact, or turn away from you
when speaking, they might
not be capable of develop-
ing strong work relationships.
Nerves might be playing a part
 ThinkBusiness Click Here for Table of Contents April 2009 
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