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How to evaluate a job candidate

Before starting my own company, I was a hiring manager and experienced first-hand the way candidates came across in interviews, represented themselves on paper and followed up. There were certain patterns that, over time, became a litmus test for who got hired and why.

By Carol Carter DailyCamera.com

The following points made up my criteria:

Track record. What has this candidate done so far in college and in their career? What are their true achievements? What was most meaningful to them? Why? What stands out as unique or extraordinary in what they have experienced to date?

Potential. What is this person’s potential to grow, to learn, to assert themselves and make significant contributions? How much can they contribute to the company beyond the position for which you are considering them? How do you know this?

Integrity. Have the candidates consistently exhibited a willingness to live up to commitments? What do references say about the capacity to be trusted? Do they look you in the eye? Do you trust them? Will others? Why?

Mental alacrity. How bright are these career seekers? Do they demonstrate analytical, creative and practical intelligence? Hiring manager Robert Picha of Motorola in Arlington Heights, Ill., oversees 200 engineering employees. "When we interview candidates, one of the things we do is present them with a problem, either invented or one from real life-life experience in the lab, "Picha said. "We’re not necessarily looking for the right answer, but we are looking for how they approach the problem. We try to determine how good of a problem-solver they are before making a (hiring) decision."

Passion. Why does the candidate want this job? What gives him the inner drive and determination to face the most difficult challenges? What, specifically, makes him feel connected to this opportunity?

Interpersonal skills. In the workplace, the ability to get results is maximized by the ability to access other people. Does this candidate have emotional intelligence? Is she able to get along with all kinds of people? Is she patient? Is she able to bring out the best in others without ego getting in the way? When involved in other projects, was she willing to have the outcome measured, at least partially, by the success of the team and not entirely by her own contributions? What about the candidate makes you feel at ease?

Vision. How do they see the future? What kind of possibilities do they envision creating for the position and for the company as a whole? Can they articulate this vision? How do they see themselves making a difference?

Follow-through. How well does this person follow-up after the interview? Did he take the time to send a thank-you letter and get information from other employees that will help him better understand the position and the company? Is he courteous and polite in subsequent e-mails and/or phone calls? The ability to follow through on details, while maintaining a gracious demeanor, is another quality you’ll want to look for in prospective hires.

Carol Carter is co-author of the "Stop Parenting and Start Coaching" (LifeBound, $16.95). Contact her at [email protected], (303) 542-1811 or visit http://www.lifebound.com.

http://www.dailycamera.com/bdc/business_plus/article/0,1713,BDC_2462_2430191,00.html

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