The Bagg Group Blog

It happens to everyone.  You are mid-way through an interview, and you feel it’s going well.  You’re in control.  You answer every question with ease.  Then suddenly, out of left-field, you’re asked, “What animal would you like to be?”  or “What’s your favourite quote that most defines you as a person?”  

Huh?

You’ve been hit with an oddball question. It can happen to anyone, in any interview, according to a new book by William Poundstone, entitled Are You Smart Enough to Work at Google? The author shares some of the stranger queries Google has tossed out at candidates.  These include,  “How would you weigh your head?”  and,  “You’re in a car with a helium balloon tied to the floor. When you accelerate, what happens to the balloon?”

In the US, a candidate reported that Amazon.com asked, “How would you cure world hunger?” and another job-seeker reported that the company EvaluServe asked, “Name five uses of a stapler without staple pins.”  

Recruiters at The Bagg Group confirm that their clients, the best companies in the GTA, could put you on the spot with a question you may never have imagined, or prepared for. 

But here’s one bizarre but important query that The Bagg Group recruiters want to prepare you for:  “What do you do when you don’t have a clue how to answer a strange question?”

We’ll give you some hints:

Accept that there is no such thing as a stupid question:  Interviewers don’t care about the right answer.  They use the oddball question to understand how you think, what you care about, and how you handle yourself under pressure.  The question may seem bizarre, but there’s purpose to it.

Welcome the unexpected:  The worst thing you can do is blurt out something like, “That’s a ridiculous question.” Similarly, you can hurt your chances by rolling your eyes, smirking, or challenging the interviewer with, “What’s your point?”  Instead, show that you have a natural curiousity by greeting the oddball question with interest and openess. Buy yourself some thinking time by saying, “That’s an interesting question,” or “That’s a unique question, it’s an intriguing one to tackle.”

Think outloud:  Let the interviewer know how you tackle a puzzle by saying something such as, “There are several ways I could approach this question.  Here’s one way I might try …”   

Relate to the job:  Where you can, make a link between the question and the job you are applying for.   For example, if asked as one candidate reportedly was, “If you were a superhero, what special power would you want?” you might answer something such as, “For the purposes of this job, I’d like to see through walls so I could observe how customers handle the product.”  Or in answer to the question, “How would you cure world hunger?” you might respond from the point-of-view of the position for which you are interviewing.  For example, “As a supply chain expert, I would look first at … .”  or, “As a marketer, I would… .”

When hit with a brain cramp, forget specifics and talk big picture:  Recruiters at The Bagg Group know that whether you are interviewing for a full-time position, contract work, or temporary placement, you may be asked an unusual question that you should be able to answer in a snap.  These include, “What’s your favourite movie or book?”  Or, “What famous person is your hero?”  You may well have a hero and a favourite movie, but for some reason you go blank —  nothing comes to mind. 

If that happens, don’t panic.  Instead, give up on madly searching for a specific response, and instead take a bird’s eye view.  You might say something like, “There are so many people I admire, I have been inspired by entrepreneurs, athletes, … .”  In this way, you can talk about qualities that you admire, rather than specific names.

That said, it’s a good idea to think about someone you admire, a movie that speaks to you, and an inspirational quote that motivates you.  Even if you’re never asked about these, it can still be useful to have a little inspiration in our pocket to help us through life’s unexpected moments. 

When the Stats Canada employment figures dropped like a bombshell in November, the media asked Geoff Bagg, CEO of The Bagg Group, for his advice to help job-hunters weather the bad news. 

From his experience at the helm of The Bagg Group — which has a long history of placing people in the best companies, even during recessions — Geoff was quick to point out that numbers tell only part of the story.  And while it’s disconcerting that Canada’s economy shed 54,000 positions in October, Geoff noted that we are still 226,000 jobs ahead over this time last year.  

For the job-seeker, looking for full-time work, contract work, or a part-time placement in the GTA, the advice of The Bagg Group is don’t worry about statistics.  Instead, focus on proving yourself in an interview. 

Recruiters at The Bagg Group are busy.  Companies still have positions to fill.  However, as Geoff Bagg told Dan Matheson of CTV News, hiring managers are not willing to take risks right now.  They want to know they’re hiring the right person who can step into the position — someone who demonstrates proven ability, rather than someone who demonstrates good potential.

For candidates, this means the key in an interview is to “show, not tell.”   For example, a hiring manager won’t be convinced if you simply claim, “I’m a team-player”.  Instead, you need to offer proof by giving an example of a situation in which you showed collaborative spirit. 

At The Bagg Group, recruiters urge candidates to think SIR when responding to questions.

Situation:  Tell the interviewer of a relevant Situation.

Initiative:   Say what Initiative you took to deal with that situation.

Results:  Conclude with the Results of your initiative.

Remember, don’t waste valuable interview time detailing the situation in-depth.  The interviewer is only interested in the actions you took to resolve it.  By concluding with the results, you offer additional confirmation of your capabilities and knowledge.

Knowing how to reassure a hiring manager that you aren’t a risky hire, but instead a proven asset will set you apart from the competition.  It will require more preparation time to have a SIR at the ready for as many of the skills required as possible, but it’s time well spent.  

From the company’s perspective, hiring an employee is an investment.  Hiring the wrong person costs significantly in lost money and time, and possibly  reputation.  The hiring manager is under a great deal of pressure to make sure their choice of a candidate is certain not to be an expensive misstep.

Anyone can make claims about what they can do. But not everyone can or does substantiate their claims.  Those who do so give interviewers solid reasons to feel secure about their recommendations.

In this day and age of careful spending, proof sells —and now, more than ever, is the time for job-hunters in the GTA to prove what they can do.

To see Geoff Bagg’s interview on CTV about what it takes to stand out from the crowd, click here: 
http://www.youtube.com/watch?v=PCWqM6Xse2c

Sometimes you have to be cruel to be kind. Here’s some hard-hitting advice to help candidates who meet with recruiters and hiring managers for full-time work, contract work or temporary placement.

Do not treat your interviewer like a therapist.

All Bagg Group recruiters know that every person truly wants to succeed at their work. And we know that it’s hard when you hit twists and turns on your career path.  To be in the wrong job, or without a job, can be very stressful.

But your interviewer is not the person to confide in about your stress, your disappointments, and your struggles.  Although it can seem sometimes as if they are inviting you to share your life story, take our expert advice and don’t do it.

It’s easy to be tempted.  After all, you are in a one-on-one private meeting, with a person who is dedicating their time and attention to finding out about you. The urge to unburden yourself of your fears, financial problems, past mistakes, and injustices can be strong.

Next thing you know, you aren’t talking to the interviewer about your strengths, but about your weaknesses.  Instead of sharing your achievements, you’re sharing your problems. Rather than focus on what you can contribute to their team, you talk about unfairness you suffered on former teams.

When that happens, the interviewer may have reason to sympathize with you, but not reason to hire you. They may genuinely wish you well, but what you want is a job, not good wishes.  

When you look at it from their perspective, you’ll see that it’s difficult to hire someone who comes off as sad or angry.  If you had to choose between two candidates of similar experience and skills, would you pick the one who spent much of the interview detailing their problems and dramas? Or would you go with the upbeat person who talked positively about their experience, and focused on your company and what they could do for you. 

And consider this:  A 2010 study from Harvard University, published in the British Medical Journal, found that happiness and sadness, like the flu bug, is infectious.  But that sadness spreads at a faster rate than happiness.

The study shows that when you’re unhappy, you quickly bring down others. You are not doing the interviewer any favour by bringing your despair or frustration into their office.

Sharing your misery can leave the interviewer feeling unsettled or upset.  That pretty much rules out the likelihood that they will leap to hire you.

On the other hand, those who project a positive feeling energize people.   Psychologist Martin Seligman said when people smile and laugh easily, others get on their “same wave-length which makes them work together more effectively.”

At The Bagg Group, we have placed more than 57,000 people with the best companies in the GTA in the past 40 years.  That’s why we know what we’re talking about when we say if you want to join the ranks of the happy people we’ve placed, leave your worries and anger behind when you walk into your interview.

Your interviewer will enjoy the meeting a lot more, and you may find you do too.

Picture this: An IT manager and his boss are interviewing a promising candidate.  As the manager provides some background on the IT department, his boss rolls her eyes and says, “For heaven’s sake, get to the point, nobody has all day to listen to this.”   

And with just that one sentence, a good candidate may be ready to speed out the door.   

Some might grumble that the candidate is too easily scared away.  But not so.  According to studies, research on the effects of rudeness in the workplace shows that it negatively affects those who observe it as much as those who are a target of it.  

Second-hand rudeness is not unlike second-hand smoke, it can harm everyone in the room.  And candidates interviewing for full-time positions, contract work or even temporary placements seek out healthier environments.

A few years ago, management professors at University of Florida carried out an extensive study on rudeness.  They found when employees just observed a boss browbeating a subordinate, their level of performance decreased.  The study concluded: “Simply observing discourteous behavior can erode the ability of fellow employees to think creatively, solve problems and act as team players.” 

At The Bagg Group, we have 40 years of helping clients at the best companies across the GTA interview the top talent that we refer to them.   When our clients set up interview panels, we offer these suggestions. 

Have a game plan:  Before the interview, all those in the room should be clear about who will ask which questions, and who is tasked to give what information.  Everyone should be aware of the length of time allotted for the interview. 

The reality is you may be unable to quell the rudeness of an abrasive boss or colleague.  But with a game plan, they will know what to expect and can decide when to come and go during the interview if they are impatient to be doing other things.  

Give interviewees a heads up:  Candidates want to prepare for interviews.  It is helpful to alert them ahead of time if they’ll be meeting with a number of people, and to give them the names and roles of each person.  Like any business meeting, people want to know who will be at the table before they walk through the door.  

Role model:  At The Bagg Group, we hold a long track record for great placements.  That’s because we never forget that a good fit isn’t just about getting someone with the right skills.   

The person also needs the right disposition for the relationship to be successful.  The way the members of your panel interact gives the candidate a sense of how people work with each other at your organization, and whether your company’s inter-personal dynamics are right for them.

While the Donald Trump blunt style of leadership may result in good ratings for The Apprentice, it wouldn’t do much for attracting and retaining great talent in the GTA.  

Browbeating just doesn’t help with the bottom line.  As management professor Amir Erez who co-authored the study simply says, “ Being nice to people has a lot of advantages.”

 A recent Belgian survey of 1,200 employees says loud and clear what many just mumble about …working alongside people from other generations can be irritating.

The study conducted by a recruitment firm in Belgium found that 48% of employees are annoyed by colleagues of another generation.  People over 30-years-old showed a greater frequency of irritation than those under 30. 

In our latest Ask a Recruiter blog for candidates, we noted that today’s workplace is a mish-mash of four generations:  Traditionalists  (also known as Greatest Generation) born before 1945, babyboomers, born between 1954 and 1964, Gen X, born between 1960 and 1980, and Gen Y, born after 1980s, who are also known as millenials. 

Each generation has its particular values, aspirations and approaches to work.  For hiring authorities who aren’t part of Gen Y, interviewing these candidates can be a whole new ballgame.

The reputation of Gen Y, fair or not, precedes them.  In a US poll of hiring managers and human resource specialists, 85% reported they believe this generation has a greater sense of entitlement. 

The survey showed the great majority of respondents think the youngest employees expect more flexibility at work, more personal time, faster promotions and more money than older employees.

It’s true Gen Y may have attitude, but it’s not all bad, says Ron Alsop, in his book The Trophy Kids Grow Up: How the Millennial Generation is Shaking Up the Workplace. 

Alsop says a characteristic of Gen Y is that they are “bred for achievement.”  As well, this group understands the wired world better than most and they’re born multi-taskers. They have much to offer the workplace.

At The Bagg Group, we have successfully placed people, of all ages, in all types of positions with the best companies in the GTA for more than 40 years.  We know that regardless of their birth year, every individual ultimately wants the same thing – to take pride in what they do.

Still, when interviewing Gen Y candidates, for either full-time position, contract work, or a temporary placement, The Bagg Group recruiters suggest keeping these four tips top-of-mind:   

Talk purpose:  Be sure to tell the candidate, in detail, how they can make a difference, and why this job is important to the company.  A paycheck isn’t the key motivator for these young workers; they want to know their efforts mean something. 

Set out a game plan:  Gen Y expert RonAlsop notes that it’s opportunity that attracts and retains the millenials.  Let them know what they can strive for.

Spell it out:  Make no assumptions.  What older employees take for granted, studies show that Gen Y doesn’t. Discuss the expectations of the company.  For example, these multi-taskers, who easily text while working, don’t necessarily know to park their cellphones during meetings. Similarly, if there’s a corporate dress code, explain why it’s in place. Typically, this generation needs to understand the reason behind the rule before they’ll respect it.

Welcome ideas:  They want to be heard. Let the candidates know about forums for sharing their ideas.  The best managers of Gen Y staff listen to their younger employees’ opinions, and let them have some say in decisions. 

These strategies don’t just favour younger employees.  At The Bagg Group, we know they work for everyone.

In fact, Gen Y’s insistence of having a voice is doing everyone a favour.  They are prompting greater communication and openness in the workplace.   And that is what, in the end, will keep people of all ages working harmoniously together. Studies show the only way to keep irritation to a minimum in the multi-generational workplace is to make sure people communicate.

If you’re born after 1980 you’re part of Gen Y — also known as Millennials, the Internet Generation or Nexters.  You’re the first generation of employees to be born and raised in a ‘wired’ world.  While others came to the global network later in life and had to figure it out, many of you learned it like you would a first language. 

Employers in the GTA know that today’s youngest group of employees have a lot to offer.  After all, Mark  Zuckerberg is only 26 and his company, Facebook, is worth anywhere from $50 billion to more than $80 billion, according to recent media estimates.  And Forbes magazine recently noted that Andrew Mason, 29, reportedly turned down a $6 billion offer from Google for the deal-of-the-day website company he runs called Groupon. 

No one scoffs at young candidates. But interviewers at all companies in the GTA want to make sure these candidates can work well with people from different generations.  

The workplace is a mish-mash of Traditionalists (also known as Greatest Generation) who were born before 1945, baby boomers who were born between 1945 and 1964, and Gen Xers, who were born between 1965 and 1980, as well as Gen Yers.

Every generation has its own values, beliefs and reputation.   According to a US survey reported in the Wall Street Journal, 85% of hiring managers and human-resource executives said they feel that Gen Y has a stronger sense of entitlement than older workers. And 56% of respondents say they believe the younger employees will be demanding a promotion within a year.

If you’re looking for a full-time position, contract work, or temporary placement in the GTA, you don’t want interviewers to worry that you’ll be a workplace diva.   Recruiters of The Bagg Group offer these four tips for making sure that doesn’t happen.

There’s a difference between knowing a lot and being a know-it-all.   You have a lot to share, and a deep-rooted understanding of the global network. But before you talk, listen.  You want to show that you recognize other people have valid opinions, expertise, and points-of-view based on experience and knowledge of their company.  

Speak in suggestions, not shoulds: Your suggestions are always welcome, share your ideas with enthusiasm, but don’t tell those who interview you what they ‘should be’ doing.  For one thing, you don’t have all the facts yet to be credible.  For another, you’ll come off as arrogant. And hiring managers know that arrogance isn’t a good quality for a team member. 

Talk commitment, not career surfing:   Many studies indicate today’s college and university graduates may have as many as 10 jobs in the first 10 years of their career, as they jump from one to another in the quest for  personal satisfaction.  

Yet recruiters at The Bagg Group, who are experts in helping people find the best jobs, know that career surfing hurts career advancement.  Also, it’s more satisfying to learn and grow in a job. And that’s how you get promotions. Let interviewers know that you are eager to commit to their organization.

Consider the experience, not the title:  In an era where many young people say they want instant fame and fortune, it’s tempting to want to hold out for an awesome job title that impresses. Don’t.  The fast-track to success is through experience and the chance to develop skills.  

Give the generations ahead of you their due. Think of it this way: you have Gen Z coming up fast behind you.  And it’s said that Gen Z will be quicker at processing information than any other generation before them. As a Gen Y, you’ll want the Gen Z who join your team one day to respect the expertise you’ll have acquired between now and then.  Right now, others want the same of you.

Our recruiters at The Bagg Group often tell candidates that looking for a job is like running your own company. Whether you are seeking a full-time position, contract work, or a temporary placement, you need to promote and sell your expertise – just like anyone who owns their own business.

That’s why the tactics which entrepreneurs use to get ahead in the marketplace are useful for job-seekers in the GTA.  With that in mind, staffing experts at The Bagg Group offer these four tips, inspired by the book The Risk Takers: 16 Women and Men Share Their Entrepreneurial Strategies for Success.

1.  Don’t overlook the bonus skill:  Successful entrepreneurs say it’s a good idea to service even small, special or niche markets that others overlook or ignore. In the same way, it’s a good idea for job-seekers to develop extra skills, in their spare time, that others in the field may not worry about acquiring. 

These additional skills —  which may range from learning a second language to a new software program — may not be essential for your work. They may only be of use in certain specific situations. But bonus skills can impress interviewers and give you a competitive edge over other candidates.

2.  Keep your eyes and ears open: Top entrepreneurs say they always stay up-to-date on trends so they can meet new needs and interests.  When in the business of job-seeking, stay up-to-date on trends in your area of work so hiring managers will know you’re in step with ongoing developments in your field.  

3. The best time to do anything is now. Those who operate companies insist there is no perfect time to launch a new idea. Instead, they say, the right time to start anything is ‘now.’  Similarly, don’t wait to start your job search until the economy picks up, the holidays are over, or you get the new Ipad.  Begin it today.

4.  Avoid pessimists. People who have built thriving businesses from scratch say they had to ignore those who insisted their plans would never work.  As a job-hunter, you too will want to seek people who encourage and help you, and avoid those who doubt you.  When you do come face-to-face with a pessimist, remind them that you’ve had a job before, and you will have one again.  Then, change the subject to the weather.

In the next blog, we’ll bring you four more strategies to help you succeed in your business of finding a job.

Ask any athlete how they prepare for a game, and they’ll tell you they talk to themselves – a lot.  The pep talk is as much a part of an athlete’s warm-up as stretching.

And what helps in a competition for gold, can work equally well in competition for full-time employment, a contract opportunity or temporary work. 

Staffing solutions experts at The Bagg Group know this for a fact.  We have been coaching candidates on how to interview well with the best companies in the GTA for decades.   

Here are two winning tips for helping you put together a pep talk to give your best performance, whether on a ski hill, a skating rink, or in an interview.

Think about what you can control:   At the Vancouver Olympics, athletes talked to themselves about succeeding at elements they could control, not what they couldn’t.

Jennifer Heil, who won a silver medal in freestyle skiing in Vancouver, told reporters that she prepares by telling herself that she is “going for it” and that she will have a “fun” and “exciting” run.  

And she said, she visualizes being flexible enough to deal with any unexpected event.

She gives herself a pep talk about what she can accomplish on the way to the finish line.  But she says, in sports, it’s impossible to know the outcome ahead of time. So she doesn’t think about it.

 ”I’m doing everything I can,” she told reporters before the Olympic Games.  “And at the end of the da,y I’ll know I’ve done my best effort. I don’t think I can ask more of myself than that.”

Likewise prior to an interview, visualize yourself speaking positively about your prior work experience and your skills.  Tell yourself that you will enjoy the interview and talking, with confidence and knowledge, about issues of interest to the interviewer.

And like Heil, before your performance starts, remind yourself that you are going to give this your best effort, and that is all that you need to do. 

If you focus on things you can’t control — such as other competitors or  the interviewer’s personal likes and dislikes — you will be increasing your panic and anxiety, not decreasing it.

Turn negatives into positives: For athletes, training is often a physically painful experience.  In a Canadian Curling Association blog, Gidon Gabbay writes that athletes know they can’t always eliminate the negative thoughts, so instead they turn these into positive affirmations.

For example, he writes, athletes don’t tell themselves, “This hurts too much, I want to lie down and die.”  Instead they say, “This feeling is connected with doing my absolute best.”

As a job candidate, you may have to do a test, an assignment, or a series of interviews that are truly migraine-inducing.  Take your cue from the curlers, and psych yourself up by telling yourself this challenge is a new experience that is letting you stretch and strengthen some skills.

Remember, what you say to an interviewer is important.  But so is what you say to yourself.

The art of writing a good resumé is taking on renewed importance as unemployment rates remain high and the number of candidates vying for the same job increase. Yet many job hunters are making mistakes that eliminate them from the short list, say recruiters.

“It is a very competitive landscape,” says Jackie Chua, general manager of the Full Time search arm with The Bagg Group in Toronto. “There are lots of resumés to be reviewed.” Spelling and grammar mistakes, fluffy or vague language and bad formatting are still prevalent when sifting through a stack of resumés, so many recruiters say there is a need to get back to the basics….

Many organizations use applicant tracking systems that will automatically search for certain keywords used in the job postings. If those words don’t appear in a job hunter’s resumé or cover letter, they could be weeded out, so make sure to read the posting carefully.

Tailor your resumé to each organization and align it and your cover letter with the needs of  the organization and the posting, demonstrating you have done your research. It all starts with the first document a recruiter will see.

Cover letters should be no longer than three concise, succinct paragraphs outlining your skills, education and experience in relation to the job posting. In the last paragraph, outline why you are interested in the job and the company by showing you have done your research on the firm.
Most recruiters advise against using a functional resumé that groups skills; instead, utilize a more effective chronological resumé that highlights jobs individually. Professional experience and education should be first and second on the resumé. Avoid using corporate job descriptions, since your job has likely evolved or expanded during the time you have worked there. Instead, use concise language to be as specific as possible about key roles and the achievements you have reached, such as milestones and performance targets.

In both cover letters and resumés, make use of white space to avoid clutter. Similarly, avoid long bullet lists and compress the points into smaller groups that are easier to read.

The standard format is Microsoft Word, but pay attention to the job posting. There has been a trend toward using Adobe Acrobat (.pdf ) documents, but Word is preferred unless an alternate format is requested in the posting.

Stick to the past 10 years, other than any very important previous experience, since you can elaborate on older experience if asked.

Use positive language and make sure all dates are accurate, since recruiters often verify this information. If you fudge a date, it could come back to haunt you if you get the job…. it’s more important than ever to keep in mind most resumés are not just submitted electronically, but also viewed in that format. Too many people leave the spelling, grammar and formatting functions turned on when submitting a document, only highlighting and magnifying mistakes and generally cluttering the document.

Job hunters can set themselves up for success long before they even start looking for a job if they keep their resumé current. It’s easy to forget key information as time passes, so keeping a document updated on a regular basis will help ensure it stands out and includes all relevant information.

Finally, check with references that they are OK with you using them, but don’t list their names and contact information on your resumé. Just note that references are available upon request, and tell your references what you are applying for so they can have some thoughts prepared if contacted.

Throughout the process, keep in mind the person reading the document. And remember the document’s purpose.”A resumé isn’t to get you a job, it’s to get you an interview,” Ms. Chua says.

excerpts from the National Post, FP Careers, Wednesday November 16, 2009

In our business, an interview is a science and an art.  With a long track record of successful placements, we have learned a thing or two about how to conduct this very unique assessment tool. That’s why many hiring authorities across the GTA consult our staffing solution experts on how to interview effectively. 

Everyone knows that interviews are nerve-wracking for candidates, but the fact is that they can also be challenging for those doing the interviews.

Those with a responsibility to fill full-time positions, contract opportunities and temporary positions have a lot at stake. At The Bagg Group, we only send excellent candidates to be interviewed, so for our clients the challenge is to choose from our well vetted short list.

Those who aren’t supported by expert recruiters have it much harder.  A wrong hire typically reflects poorly on the person who did the recruiting. 

Whatever the situation, here are a few proven tips from interview experts at The Bagg Group:

Start with an ice-breaker.  Open the meeting with a little friendly chit-chat, a stroll to the kitchen to get a coffee, or quick tour of the facilities.  In making the candidate feel more comfortable, you are setting the stage for a candid chat.

Take jot notes:  It is common practice to sit face-to-face and just talk, without any props. But it’s advisable to jot down questions, as the candidate speaks, on areas you want to probe.  If you don’t, there’s a good chance these may slip from your mind altogether. Also, notes help you remember key details, and pluses and minuses to discuss with your recruiter or colleagues after the interview.

Let your feelings be your guide:  An interview is an assessment, not only of qualifications but also of corporate fit.  Picture this person talking to a client, or in a weekly department meeting. Cut the candidate some slack for being nervous, but a person fails to sit up in the chair and make eye contact, you are right to be concerned. 

Stick to your agenda:  It is so easy for an interview to slide into an informal, friendly chat between two people getting to know each other and their work situation.  But it’s a good idea to avoid getting too casual.  

Remember, anything you say is fair game to be repeated to outsiders, or if this person is hired, to colleagues. The interview isn’t a case of what is said in Las Vegas, stays in Las Vegas.  Also, you will want to be positive about your organization, or you risk turning off a top candidate.

Consult your recruiter for input with questions: All questions should be “why, how and what” questions. At The Bagg Group, we partner with our clients to help them devise insightful questions that will elicit useful information.

The key is always to ask questions that determine how they would handle specific work situations and how their approach and values align with those of the organization.  Asking the candidates to walk you through actual relevant examples helps you determine their problem-solving process. 

Give your recruiter feedback: Check out our May 12 blog (In Giving Feedback- You’re Doing Yourself and the Candidate A Favour) for tips on debriefing following an interview. You’ll see why feedback can make all the difference to the search process.