Prepared by Donald Jasensky Founder and CEO Automotive Personnel, LLC

1) The best indicator of a candidate’s future performance and success with your organization is:

1.       How well they present themselves during your interview?

2.       They say all the things you were looking to hear?

3.       Strong record of successful past performance?

4.       Aced your corporate testing?

2) The best indicator that a Sales Representative candidate will be a great hire for you is:

1.       Blows you away during the interview?

2.       Toss a stapler in his lap and ask him to “sell it to you” and he does very well selling it to you?

3.       Past record of high performance?

4.       Aced your “Profile Assessments”?

5.       If they can “sell you” during the interview they will sell to your clients as well?

3) Which point is often overlooked by employers when creating a winning job posting to attract a superior candidate?

1.       Very detailed job description covering the duties and responsibilities of the opportunity?

2.       List of stringent qualifications to ensure the best candidates will reply?

3.       A description of your company and what a person can accede to in this position?

4) The best method to delegate responsibilities to hiring committees is:

(Example is 5 people on hiring committee deciding between 4 candidates interviewed)

1.       Majority rules?

2.       Unanimous or keep looking?

3.       All committee members have a say, but final decision rests with the member who the candidate will report to?

5) When you are interviewing a Sales Rep or mid-level manager, the best sign that you have a good candidate is:

1.       Willing to start right now with you?

2.       Cautious, asks a lot of questions, needs time to think about it?

3.       Blows you away during the interview?

6) Which is correct – What a candidate wants from a career move, ( candidate’s mindset ) is:

1.       Just as important as their education and experience?

2.       Not your problem and should be left to the candidate to sort out?

7) Which is more reflective of a Career Seeker Vs a Job Seeker?

1.       Come to your interview enthused and willing to jump through any hoop for you?

2.       Willing to commit to your position during 1st interview?

3.       Wants time to reflect on your opportunity and where it will lead them?

8) Check each that apply – When interviewing candidates in-person:

□   You are able to spell out a compelling reason why any candidate should consider leaving their current position to join your company.

□   You can explain “what the candidate can become” by taking your position.

□   You tell her about the team she will be joining

□   (If candidate is from a different industry) You have compelling reasoning for him joining your industry.

□   Provide literature for candidate to take home to review and share with spouse/mentor.

9) To save everyone’s time, do you prepare a list of “knockout factors” when beginning a search such as:

– Candidate’s ability to commute to your office daily or relocate?

– Non-compete exists that may affect their current employment

– Specific knowledge necessary such as “EXCEL Expertise”

– Needed licensure  (driver’s license needed to do job, CPA required?)

– Credit  and criminal background checks needed before offer letter

– Ability to travel as required

□   Yes

□   No

10) Post interview – Check all which you do regularly in your post interview meeting with your hiring committee:

□   Ask what concerns exist for each candidate?

□   Ask how candidate will fit into your corporate culture?

□   Ask if candidate can duplicate their past success in your position?

□   What obstacles will candidate have in achieving the same level of success with your opportunity?

□   What help – training – investment will candidate need from you and can you pay that price?

□   Does candidate have a compelling reason to take your opportunity?

□   What concerns does the candidate have and can you overcome them?

Suggested Answers

1. Answer is #3.   In this question we are asking for the “best indicator” not just  a positive sign. After 26 years of executive search and following several thousand candidates,  it is clear that the best indicator of one’s future performance is their past performance.  People’s behavior follows distinct patters most of their adult life.   If they are a “hard charger” they will likely be a hard charger for you.  If they were a low performer in past positions you are not likely going to turn them into a hard charger.
2. Answer is #3.   The biggest misconception about hiring – especially hiring sales people – is if they “blow you away” in an interview they are going to great selling for you.  We have found no positive correlation with blowing you away in an interview and being  a day to day, bell to bell consistent high performer.   They may possess sales talent, but sales is hard work and a great deal of self-motivation.   After interviewing thousands of sales personnel , (high  through low performers),  we notice that the top sales people certainly possess a lot of energy but they have a very high work ethic and are very driven.  This shows in their past positions.
3. Answer 3 is correct.  Most job postings are a boring job description and list of qualifications.  They  only attract that 5 to 10% of people currently looking at that time.  Unless you are a marquee company like Wells Fargo, Ford Motor Credit, etc. you have to tell people who you are, what you do and what they can become by taking a position with you.  The best candidates are not looking for a “lateral move” they want a position and a company that will enhance their career.
4. Answer #3 is correct.  I have a long winded philosophy on this but keep these points in mind. One person will be managing the new hire and that person needs to take ownership of the hire.  I have frequently seen other  committee members vote down a very strong candidate because he or she seemed felt threatened by the candidate’s experience, education, drive etc. “ Majority rules”  and “unanimous or keep looking”  often provided for vanilla hires.
5. Correct answer is # 2.   I have seen many Sales Executives and Managers fall into the trap of hiring a candidate who “blows them away” only to see the Sales Rep fizzle in the field.  Wanting to start right away means they are looking for a job not a career – bad sign.   The best Sales Reps are smart, thinkers and will only move for a better opportunity and will need time to review your opportunity – good sign even though it is counterintuitive .
6. Correct answer in #1.   In the past 26 years, most of calls to us from people who are doing very well, in a good position with a good company. However the position is lacking something such as interesting day-to-day work content  or  career opportunity . The superior candidates are looking to increase their knowledge, challenge themselves, take on more responsibility etc.  Learn what you top candidates are looking for and show them how that can be met with your position.
7. Correct answer is # 3.  A Job Seeker will is looking for a job now and will jump through any hoop, commit to position very early on.  They are likely to leave you just as easily in 6 to 12 months! A  Career Seeker is looking for career growth and will take time to reflect on  your position and company, talk to a mentor and want more information.  Give it to them!
8. I hope you checked all.   You should be able to tell the candidate about your industry, company and specific opportunity and where this can take them.  Candidates should research your company on the internet and call colleagues to learn about your position to prepare for the 1st interview. However you know your company much better and you need to “connect the dots” for them and put your opportunity in a positive light.   You need to do this to attract the best candidates  – assume your completion will be!
9. Correct answer is Yes.  Preparing a list of knockout factors will save you time, aggravation and professional embarrassment .  I know of a search a company, (not us ), did hiring a CFO.  They met a candidate they really liked. Had multiple interviews, met with members of the Board of Directors, important investors. Negotiated an extensive and detailed employee agreement only to find that the CFO had a non-compete that his current company wasn’t going to let him out of! Yikes, heads rolled on that one.   We always asked upfront  if there is a non-compete .
10. Answer is again all.  Take the time to meet with the hiring committee members .  Don’t just ask who they like best .  Take the time to figure out if candidate will fit into your culture.  Are your processes similar enough to help the candidate succeed or will they impede their success? What will be cost to get each candidate “up to speed”, who will be responsible and how long will it take?