The best solution is to adopt a hiring model (like my Selecting Winners program), and have it proliferate throughout your organization. Without a model you are flying blind.

A consistent methodology and language when hiring is absolutely essential if you are going to get it right.  If everyone in your organization is “doing there own thing” your probability of making hiring mistakes goes up astronomically.

Here’s an example.  Two people interview the same person and agree the person has good presentation skills.  Do they really agree?  The answer lies in how each person defines presentation skills and how they apply that evaluation to the person.  One person thinks if the person can just get the point across, that is good presentation skills (the easy grader).  The other person wants someone who can create and deliver persuasive presentations to customers (the hard grader).

You can see from this example how ambiguity and a lack of process leads to mistakes.  Common methodology and language are necessary to keep hiring mistakes to a minimum.

So my answer to the sales executive was to “get everyone on the same page”.  He needs to implement a process that includes a common language and methodology and make certain all of his managers are using the process.  Then he can have intelligent conversations about candidates.

I have always said that any process is better than no process when it comes to hiring.  There are 3 things that you need to verify before you adopt any new process.

1. Is it effective?  Does the methodology have a track record?  Are there people similar to you that have succeeded with the process?

2. Is it easy to implement?  Let’s face facts, your managers are not going to use any process that requires too much work.  That is just the nature of the beast.

3. Be certain the process does not put your managers in a position they are not qualified to be in.  Too many models out there advise you to ask questions that require interpretation and force you to get into the candidate’s head.  That is not a place you want to be.

The process and model you choose should pass your common-sense test.  Do the tools and techniques make sense?

Of course I would like you to try y Selecting Winners tools.  Please click here to learn more about our process.

As always, I welcome your comments.

Let’s start with the single biggest offender when it comes to creating ambiguity .. general questions.  How many times have you read or heard about the 10 or 12 magic questions that you should ask every candidate.  By definition, if you ask everyone the same questions they must be general generic questions (Tell me about you most recent job).  You are only going to get general generic answers to these questions.  This creates uncertainty and ambiguity.

The next big offender is not defining your requirements.  Try interviewing for attitude.  I can promise that 5 different people are going to interview for 5 different things and come up with 5 different conclusions.  Requirements need to be clearly defined describing the behavior necessary for success in the position.

Another ambiguity creator is the term “competencies”.  I conduct an interesting experiment in my live classes.  Each participant is given a 3×5 card and told to define the term competency.  No two answers are ever the same.  What effect do you think it has to tell people to interview for a whole list of competencies?

Finally, not interviewing in correct chronological order is a huge mistake.  The candidate is constantly confused when you skip all around their background.  And you get lost as well.  It is impossible to to detect trends and patterns (order and consistency) when you bounce all over the place.

Your goal in the interview is to predict whether or not the person will be successful on your job.  To do that you need to know what knowledge, skills and behaviors are necessary for success.  And you have to determine if the person exhibits those requirements.  Any action, process, question or task that introduces ambiguity into the process only makes your job that much harder.

As always, I welcome your comments.

Please visit our main page to learn more about the variety of solutions we offer for your hiring issues.

Unfortunately, the mob mentality is not good when it comes to choosing employees.

Many of you will defend the practice of group interviews (although I hope no one will defend 25 people at once) insisting on the real benefits.  Let’s look at your arguments.

“”We get more information” is one argument I hear all the time.  My response is that you still only have one questions being asked at a time.  There is only one answer being given at a time.  If anything, you have opened the door for multiple interpretations of the same information.  It really is an opportunity to create ambiguity instead of clarity.  You are NOT getting more information by having multiple people in the room.

“The more opinions we have, the better our decisions” is another argument.  The problem once again is “more opinions”.  You really don’t want opinions.  You want informed judgments based on data.  But, you are not getting more data by having multiple people in the room.  It is much better to have a few informed judgments from individuals who have had the opportunity to go “deep” in their questioning to get real data.  This is accomplished with a series of one-on-one interviews.

“Others can observe body language and reactions while someone else is questioning” is still another argument.  There is certainly merit to the fact that you are so busy figuring out what you are going to ask next that you do miss some reactions.  This problem goes away, if you are prepared with your questions and trained to ask them in a way that allows you to listen.  And, how many of us are trained to effectively interpret body language?  It is way too easy to get off track and make a mistake with this approach.

Now let’s look at a few of my “downside” arguments for not conducting group interviews.  First, you put the candidate under extreme pressure.  How many of you would like to be grilled by 25 people at the same time?  Increasing a candidate’s anxiety level never improves the quality of data you get.

Trying to control multiple people’s input is very difficult.  Who takes the lead?  Who follows up?  When is it OK to interrupt with a follow-up questions?  Who decides when a subject has been exhausted an it is time to move on?  What are the politics between the people in the room?  Should you interrupt the boss?  I could go on but hopefully you get the point.

Finally. what happens if 24 people vote yest and 1 person votes no?  How do you resolve this situation.  Hiring is not a democracy.

It makes so much more sense to have 2-3-4 well-trained interviewers with over-lapping focus conduct a series of one-on-one interviews.  Afterward, they can compare notes about the data each uncovered helping to make an informed decision.

Although group interview might seem like a good idea on the surface, once you understand the dynamics of an effective hiring process it is simple to see they are not very effective.

As always, I welcome your comments.

Please visit our main page to learn about the variety of custom solution we have for your hiring issues.

Just yesterday I read the feature article in a major business publication titled, “The Hiring Game, New Times, New Rules.”  (The fact that they use “game” in the title should be your first clue that they don’t get it.)  The article outlined that, due to the current economic conditions, the power in the has shifted from candidates to the hiring managers.  Idiots!!!

There is no power in this relationship.  A good hire has to be win-win.  It cannot be anything but and expect to survive.  If either side loses, everyone loses.  For years there have been dozens of books written about how to win the employment game (either hire better employees or outsmart the employer).  When you stop and think about this, it just doesn’t make any sense.

Let’s assume a person applies for your job and is sparkling in the interview.  You are overwhelmed by the person’s personality, energy and enthusiasm.  And, you hire them on the spot.  But, what you are unaware of is that the person just finished reading a book on how to ace the interview and what you witnessed was a great act and not reality.  This happens all too often.

Now the person reports for work and the real story is told.  It doesn’t take long for you to be disappointed.  Now you are faced with the unpleasant task of firing the person and having to repeat the process.  Not a lot of fun in anyone’s book.  This represents the classic case of a candidate playing a game and winning the interview.  Unfortunately, you both lose in the long run.  You can NOT have a winner and a loser when it comes to hiring employees.

The article went on to talk about  how employers are really putting candidates through their paces now that they were in charge.  Let’s assume that “putting them through their paces” means they are now doing a thorough job of selection.  My question is, “What were they doing before?”  Doing a thorough job of selection should never be an option?

On the other hand, if putting them through their paces means playing games and trying to gain advantage then this is just as unproductive as the candidate playing games.  An interview needs to be an opportunity for both sides to gain enough information to determine if there is a good match.  Think of it as a sales call.  The sales person needs to find out if the prospect needs and wants their product and the prospect needs to determine if the salesperson has a product or service that satisfies their need.  If either side fools the other, both will ultimately be unhappy.

Let me put this employment relationship in a different light that will hopefully simplify everyone’s thinking.  A job is simply a “Behavior Rental Agreement”.  That’s it.  Nothing more.  We enter into a contract with a person and both parties have to hold up their end of the agreement.

You don’t hire a person because you like them or they look good in a suit.  You hire someone because you want something in return.  You have a job that needs to be done.  You need a business need satisfied.  You hire someone to accomplish these tasks.  And in return, you will offer compensation.  It’s really a simple contract.

Now, if you entered into a contract with someone and they did not hold up their end, you would take action.  The exact same principle holds true in the behavior rental agreement.  The contract has been violated if the person does not deliver the behavior necessary to satisfy your needs.  The contract has been violated if you do not deliver an environment where the person can be successful and the compensation agreed upon.

This really is a simple situation.  Going back to the selection process, it is not an opportunity for either party to exert their will on the other, it is a simple data gathering process to determine if the parties can satisfy each other’s needs.

How many of you have ever bought a tool or piece of equipment because it was pretty or you liked it?  Then why would you hire someone for similar reasons?  The same logic and evaluation has to take place when you go through the selection process.  Hire someone because you are absolutely convinced they will deliver on their end of the agreement and satisfy your business need.  Apply the same evaluation to the person that you would to a piece of equipment.

One more quick rant.  A person recently told me she could tell quickly if someone will fit in her company because she looks for midwestern values.  I am from the Midwest (born and raised in Cleveland … Go Browns!) and I will bet you this person would not hire me!  Please do not put yourself in the foolish position of believing you can figure out other people.

You are much better off using a proven selection system (like my Selecting Winners System) designed to get you the information you need to make an informed decision.  The bottom line is that you are much better off using a proven structured process rather than relying on gut-feel and other less effective techniques.

When you read or hear about one of these latest and greatest hiring methods, my advice is to always run it by your common sense test.  Does this seem too good to be true? (I once read about the 3 questions interview)  Does the techniques describes seem like it would get you information that will help you predict success on the job?  Are you going to be comfortable using the technique?  You will be amazed how far a little common sense will take you.

I fielded a call this morning from a prospect who is interested in our Selecting Winners program.  He runs a large insurance agency and needs to hire more than 100 salespeople this year.  He asked me what I could guarantee.  This is certainly a reasonable question.  So, I gave him my standard answer: “By using the Selecting Winners system you will have the highest probability of hiring successful employees!”

Too often, people are looking for the “magic bullet” or some other secret when it comes to hiring.  The simple truth is that there is no magic bullet or secret when it comes to choosing great employees.  The answer lies in applying a proven system and using it religiously.

I will spend lots of time in future articles sharing how you can be successful in your hiring.  But, you need to start by avoiding what I call the five deadly sins.  So, I will spend the rest of this article reminding you of the things you should NOT do this year.

First Deadly Sin:  Hiring out of desperation

None of us want to admit we hire out of desperation but, we all do it.  Decisions made out of desperation are never made through a clear, well thought-out process.

Try this on for size.  You have not hired for a while and now an urgent business need pops up(spelled desperation).  You recruit like crazy and find a few people to talk with.  The candidate is now sitting in front of you and you are thinking to yourself “if only this person is the right person then all my problems will go away”.  Sound familiar?

This is very dangerous thinking and leads to huge problems.

The best analogy I can give you is a story from a recent flight.  It was at the end of a long business trip and of course, the plane was delayed.  We were sitting on the plane on the ground waiting for some mechanical problem to be fixed.  The pilot came on the PS system and said: ” I know it is frustrating waiting to take off.  But, it is a whole lot better being on the ground wishing you were flying than being up in the air wishing you were on the ground.”  Boy did that hit home.

Let’s apply that to your hiring situation.  It is always much better to be wishing you had the right employee on board than it is having the wrong person and wishing you hadn’t.

Don’t let your desperation drive you to a hasty, poorly planned hiring decision.  Take a breath and remember the impact of your decision if you feel you are going to make a desperate decision.

Second Deadly Sin:  Being Unprepared

Picking up the resume as the candidate walks into your office is not preparation.  “I’ll know it when I see it” does not work.  Hiring without a completed success profile is not preparation.

Preparation is treating hiring as the most important activity necessary to grow your business.  Preparation is learning to hire the right way by applying a proven process … every time.

Start by knowing what you are looking for when you hire.  Identify the business problem the person is going to solve.  Determine what the person has to do to satisfy that business problem. Define the knowledge, skills and behaviors the person must apply to be successful.  And, prepare good solid interview questions before you walk into the interview.

Sloppy hiring decisions can be the most expensive mistakes you make in your business so take the time to do it right.

Third Deadly Sin: Missing Information

Here’s a question I love to ask my clients, “Are you getting the information you need or are you getting what the candidate chooses to share with you?”  As you might have guessed, these may not be the same two sets of information.  You need to know, in great detail, what is important if you are going to get the right information in an interview.

In our Selecting Winners system, we use a performance-based success profile (a document that clearly describes the successful person).  This document then acts as a roadmap to the exact information we need.  Use this document and great interview questions and you will NOT miss important information during the interview.

Fourth Deadly Sin:  Open-Ended Questions

I am sure you thinking, “What the heck is this guy talking about?”  Most of the common literature on the subject of hiring recommends you should ask open-ended questions.  Open-ended questions do not work, They never have worked.  And, they never will work.

A quick explanation before you get too crazy.  Open-ended questions are those that have multiple answers.  “What is a good way to approach a sales campaign?”  See, lot’s of answers.  The problem is that the candidate will end up telling you what they think you want to hear.  This doesn’t help you predict success on the job.  There are so many problems with open-ended questions, I will dedicate an entire article (maybe two) to subject soon.

Instead, ask effective, behavioral questions.  Ask questions that have only one answer and can be easily answered by the candidate.  Ask questions that get information that will help you predict the person’s behavior on your job.  Ask question that don’t require you to interpret the answer.  “Step me through how you managed the ABC sales campaign”

The right questions are the key to an effective interview.  Leave the open-ended questions to the uninformed.

PS. If anyone would like to argue this point with me – DON’T – you will not win the argument!

Fifth Deadly Sin:  Jumping To Conclusions

You can’t make great hiring decision after two or five minutes in an interview.  Decisions made in two or five minutes are made based on impressions, not facts.  It takes time to gather enough information to make an informed decision.  You need to ask lots of questions.  You need to probe and get complete information. This can’t be done in minutes.

You can get impressions in the first few minutes but its important to train yourself not to make decisions based only on impressions.  Keep working at gathering data because the more data you have, the better your better your decisions.

Remember, the more you know about a person, the easier it is to predict success on your job.

Now I could go on and list another 20-25 sins but this should give you enough to get the year started.  Put the same effort into your hiring decisions that you do in all your other critical business decisions and you will be just fine.

I had a discussion with an executive coach recently who was telling me how he was counseling his clients to take their time in hiring.  I asked him why he was counseling this.  His answer was that it only makes sense to take your time hiring so you don’t make a mistake and have plenty of time to compare candidates.  Seems to make sense.  But, not so fast my friends.  This is a lousy piece of advice.  Hiring must be done a fast as possible.  Let me explain.

t all starts with understanding why you would hire a person in the first place. The only real reason you hire a person is to satisfy a business need. People are tools that help your business solve problems. Most problems are costing your business money or at least opportunity. Why then would you want to take a long time to solve a problem?

The longer you take to address the problem (hire a person) the more it is going to cost your company. I tell my clients that once they have identified a business problem that needs to be solved by a person it cost them money every day that position remains open.

Of course this does not mean that you cut corners or just hire the first person who walks into your office. You should never violate your due diligence. It does mean you need to move as fast as possible to hire that person. A good system (like my Selecting Winners System) supports your sense of urgency.

The other assumption the coach made was that moving slow would improve his decision. Not so. The quality of your decision is going to be tied to the effectiveness of the process you use to make the decision. Not the speed at which the decision is made. A flawed process doesn’t care how fast you are moving. The result is still a poor decision.

Finally, he said that moving slow gave him the opportunity to compare candidates against each other. Why would you want to? This is another of those flawed strategies that has been around forever. Most people will interview 3-4 candidates and then hire the best of the bunch.

But, if none of the candidates were very good, you end up hiring the best of the worst. This will always be a possibility when you compare candidates. The better strategy is to compare each of the candidates against a pre-determined standard. In my Selecting Winners System we use a performance-based success profile that acts as the template of success. Each person is measured against the template. No one gets hired if no one meets or exceeds the standard. You can’t fall into the best of the worst trap.

Take your time and think about the advice you get or read about when it comes to hiring. Or better yet, contact us here at Selecting Winners and we will be happy to share out 35+ years of experience.

For more information you can reach us at www.SelectingWinners.com

It doesn’t get much better than that!

But in reality, you might have just taken the first step down a very slippery slope.

Is this a great salesperson with fantastic rapport skills or have you just been witness to an academy award worthy acting job?  You certainly don’t have enough information yet to know one way or the other.

Hiring a great sales person can be the difference between success and failure in your business.  You can’t afford to make a mistake.  And, you can’t afford to make a snap decision.

But, study after study shows that most people have made the hiring decision in 30 seconds or less.  That positive, enthusiastic first impression will mask all kinds of deficiencies in a candidate.

Of course first impressions are important.  But, it is only one small data point.  To make great hiring decisions you need to gather volumes of data.  Very simply, the more data you have the better you’re hiring decisions.

The enthusiasm a candidate brings to an interview can be real or manufactured.  It is your job to distinguish between the two.  Every sales candidate is coached to be enthusiastic in the interview.  Every book on how to get a job preaches being enthusiastic.

And it is great advice!

To get past the acting and coaching, you need to get as much information as possible.  The most effective thing you can do is ask lots of questions.  To determine true rapport skills, get an example of how the person established a relationship with a prospect in the past.

Ask for specific details of the conversations.  Make sure you know exactly what the person did to establish the connection.

And after you have one good example, get another.  With two or three examples, you can feel confident in your determination of how the person goes about developing rapport.  Your conclusion will be based on hard data versus a simple quick impression.

Use this same approach to explore all the requirements for your job.

Enthusiasm is important for good sales people.  Your job is to make sure the candidate utilizes their enthusiasm to advance sales campaigns on not just to impress people in interviews.

The next time a candidate walks into your office with the air of confidence, get the information to make certain you are hiring a great sales person … and not Eddie Haskell!

Someone was silly enough to promote me to my first management job. The department needed to hire an administrative assistant. I did all the typical things. Ran the typical ad (titled “Administrative Assistant”) in the Sunday classified ads. Interviewed about 20 candidates throughout the week. Finally, it was Friday afternoon and I had one more interview to go and the desperation was mounting.

This final person walked into my office and announced that she wanted the job and that I would be smart to give her the job. Having been beat into submission all week and liking aggressive people, I threw up my hands and said, “You’re hired!” And boy was that a decision that will go down in infamy. If ever there was a walking nightmare, it was now working for me.

I know I am not the first person to have made that mistake. We have all hired someone out of desperation at some point. And, if you are like me, you probably regret some of those desperate decisions. Hiring people has to stop being a necessary evil and start being a key strategic part of managing your business.

Hiring mistakes can kill your company. All the motivation, all the coaching, all the training, all the total quality management and all the reengineering in the world can’t make up for a hiring mistake. You simply can’t overcome it or train your way out of it. Yet, while business experts agree on the importance of quality employees, not too many managers are very good at making the right hiring decision.

Just think of the positive impact on your business . . . and more importantly, your peace of mind (how many walking nightmares are you dealing with?) when you lower your number of hiring mistakes.

Every time you hire someone who is not good, the entire organization suffers. Bad hires not only create customer ill will, but they effect the people who must work with them and manage them. Bad employees create stress and disruption in the entire company. Morale is lowered, productivity decreases, and absenteeism increases. And, your life gets miserable.

What causes most bad hires? Ignorance. No one has ever shown you how to do it. You are probably using a haphazard approach based on rumors, myths and some form of trial and error. And you are probably basing your decisions on vague, indefinable factors such as chemistry, gut-feel and guesswork.

Understanding Success

You need to have a mission if you are going to hire winners. Think of it as your guiding principle. The mission is to have the right person in the right job at the right time doing the right things. Take a minute, close your eyes and just imagine how nice life would be. Feels like success doesn’t it?

The person you hire is going to have to achieve on-the-job success (satisfying your business needs). Just what is on-the-job success? Success on a job is a critical concept that changes from company to company . . . from industry to industry . . . from department to department . . . and even from one year to the next. How you define it, and predict it will determine if you end up hiring winners?

The purpose of any selection process is to predict whether the person you hire will be successful on the job.

Successful employees do the right things – they deliver results in a particular position. But doing the right things is not enough – they also have to do those things the right way. So if you clearly understand “what” the person has to do and “how” they have to do it, you have a template for the successful employee.

The Best Predictor of Success

Your entire focus in the interview should be to answer one question: “How is this person going to handle the tasks and situations of my job?” A great way to get your answer is to focus on past behavior. According to social scientists, past behavior predicts future behavior 88 percent of the time. People are creatures of habit. People act and react to specific situations exactly the way they have done in the past.

Find out how the person handled similar situations on previous jobs if you want to predict how a candidate is going to handle the tasks and situations of your job (to have on-the-job success),

Here is a 7-step process we have taught our Selecting Winners clients:

7 Steps To Hiring Success

1. Have a Process
2. Know What You Are Looking For
3. Develop a Recruitment Mentality
4. Prepare Effective Questions
5. Maintain Control of the Interview
6. Evaluate Against the Profile
7. Sell Your Job the Right Way at the Right Time

Sell Your Job The Right Way

“Why should I work for you?” This is a question that every good candidate has in the back of their mind. And, you better have an answer! Good candidates always have choices. How is your job and company going to stand out from the crowd as the employer of choice?

Develop a list of compelling reasons if you are going to convince a candidate they should work for your organization.. A good first step is to talk to your existing employees and find out why they are working for you.

Also, it is important to sell your job at the right time – which is at the end of the interview. There are two reasons to wait until the end to sell. First, you want to make certain this is a good candidate. There is no sense in selling someone who isn’t going to get the job.

Second, you have the highest probability of packaging your job in a way to close them after you know something about the person,. It is really difficult to sell to someone you don’t know anything about.

I hope this has given you a number of ideas about how to recruit and hire the best employees. I know I have only scratched the surface so please check out the link below to learn how you can get more information.

www.SelectingWinners.com

Ever wonder if the person you are interviewing is telling the truth?  Is the person feeding you a line or maybe just telling you what they think you want to hear?  Ever hired someone based on information you thought was true but really wasn’t?

Well, don’t feel bad because you are not alone.  Most business owners want to be sold in the interview and end up hearing only what they want to hear.  It is called selective perception.  (Remember the last new car you bought and all of the sudden there were hundreds of the same car on the road!)

Your ability to identify the truth can mean the difference between hiring a star and hiring a nightmare.  Let me show you how you can tell if a person is telling the truth in an interview.

I have spent the last 30+ years identifying a system that eliminates lying, misleading, exaggeration and confusion from an interview (sounds great doesn’t it?).  Here is a five step process that guarantees you are getting the truth, the whole truth and nothing but the truth.

<strong>Step One – Ask closed ended questions.</strong> <p style=”display:none”>  </p>

Let me define closed-ended questions before you get up in arms.  A closed-ended question is a question that has only one answer.  Instead of, “How do you handle objections?” (open-ended), ask, “How did you overcome the price objection during the ABC sale?”

The person has less of a chance to make things up when you ask closed-ended questions.  Closed-ended questions not only to make sure the person is telling you the truth but also get the best information in the interview.

Sample closed-ended questions:

1. How did you greet your last prospect?
2. What did you say to get the person to purchase additional merchandise?
3. What did you ask to find out what specifically the person was looking for?

Step Two – Listen Actively

You have to probe throughout the interview to get the real story.  A big mistake I see people make all the time is to ask a question and then sit back and let the person talk uninterrupted.  The longer the person talks without you asking clarifying questions, the more likely it is you are only getting what the person wants to share with you.

It is critical to the success of hiring the right salesperson that you know exactly what you are looking for.  In the interview, you need to get the specific information that helps you predict success.  Don’t get into the trap of getting what the candidate wants to tell you versus what you need to know.

If the person says they were the top salesperson, ask, “How many sales people were there?  How were the rankings determined?  How long were you the number one sales person?”

Step Three – Get Multiple Examples

I have no doubt that you go into an interview and get an example of a situation or task the person has handled (like closing a deal or prospecting).  But to make certain the person is telling you the truth, you need to get lots of examples.  Get as many examples of sales closed or prospecting activities as possible.

People struggle to make up examples that did not happen.  Your goal in getting multiple examples is to solidify the person’s behavior.  The more often they behave a certain way, the more likely they will behave that way on your job.  The side benefit of getting multiple examples is it is very difficult to manufacturer examples on the fly.

The person telling the truth, with great experience has no problem giving you as many examples as you need.  The person not telling the truth will struggle after the first or second example because there is no substance.

Step Four – Get Lots of Detail

The devil is in the detail.  Make certain that you probe for lots of detail in your examples.  The person telling the truth has no problem sharing all the details of a situation with you.  The person not telling the truth will struggle trying to create details on the fly.

Here is an example.  Ask, “What was the largest sale you closed in the last three months?”  Follow this up with, “How long did you work on the deal?  Who else worked on the deal with you?  Who did you compete against?  How did you exploit your product position during the sales cycle?  What exactly did you sell?  What was the person looking for when you first met them?”

If you look back at this list of questions, you notice that the answer to every question gets you good information.  The side benefit is that a person who did not make the sale would have a very difficult time answering all those questions.

Step Five – Question “We”

People will sometimes try to mislead you by using the word “we”.  A simple solution is to always stop the candidate when they use the word “we” and ask, “Who is we and what specifically did you do?”  This always gets to the heart of the matter.  Don’t think that every time you hear “we” a person is lying because this isn’t the case.  But it is still a good idea to always clarify and get the details.

Make it clear in the interview that you want to know exactly what the person did.  You want to know what their personal contribution was to the success of the sale.

So there it is.

It has been my experience that in the last 15 years it has been almost impossible to lie to me in an interview and get away with it.  Try this simple, 5-step process and I am certain this will work for you as well.

For more information about my Selecting Winners programs and other tips on recruiting and hiring, visit us at www.SelectingWinners.com