In large companies, trained specialists, recruiters, are engaged in the search and selection of personnel. Then other employees (for example, department heads) are only partially involved in the process of hiring newcomers: they guide recruiters, what kind of person is missing in the team, what are the mandatory requirements for candidates (education, experience, etc.). They are also invited to an interview to ask purely professional questions, and then to express an opinion on how a person will fit into the team in terms of personal qualities.

But what if there is no recruitment department in your company, and you are instructed to find and hire a competent person? How to prepare for an interview, conduct it, draw conclusions based on the results? Take advantage of the recommendations from our article.

Preliminary steps

In many ways, the quality of the interview and the success of hiring a new employee depends on which candidates will be invited for an interview.

A personal meeting between the employer and the applicant is usually preceded by the following stages:

• Job preparation. The text should not be template - it is important to reflect in it the real requirements for the candidate (education, experience, knowledge, skills) and what tasks he will have to perform. Whether to place payment terms, each company decides individually.
• Job posting: on specialized sites on the Internet, in newspapers, on bulletin boards, an official message for staff (suddenly someone has a friend with the right qualifications).
• Accepting applications (resume) from candidates and preliminary selection of those who fit on formal grounds. By the way, usually among those who responded - the lion's share of those who do not read the requirements of the vacancy at all.

Phone interview

Often, after reading the resume, it seems that the person is the one who is needed. But a five-minute conversation convinces that this is not at all the case.

To build a conversation with a candidate on the phone should be as follows:

• It will be correct to introduce yourself, to clarify whether it is convenient for a person to talk. Perhaps he has not yet quit his previous job, and will ask permission to call back in the evening.
• Briefly Remind About Your Job: Candidates usually send out resumes to many employers and may forget which job they are talking about.
• By phone, you can clarify details that are not explained in the resume or are simply incomprehensible.
• It is appropriate to ask for information that is relevant to the vacancy.
• If it is obvious that the candidate is not suitable for one reason or another, you can politely thank for your time and say goodbye without wasting yours and his time.
• When a candidate seems suitable, you can immediately set the date and time of the interview. If the applicant needs to bring something with them to the meeting, for example, documents and a portfolio, warn about it.
• It is possible to conduct a preliminary interview via Skype. This makes it even easier to form an opinion about the candidate, because there is eye contact.

Where to begin

In order for the meeting to be productive, before the person comes to the conversation, it is necessary to draw up a conversation plan and a list of questions.

Moreover, if such a task confronts you regularly, such a plan will come in handy in the future.

• When the person arrives for the interview, introduce yourself and greet them. You can invite the applicant to leave outerwear, ask if he wants a cup of tea, coffee or a glass of water. Ask how he got there, whether it was easy to find the office. Invite to join. This is how we show our cultural level and allow a person to relax a little.
• Then you should spend a couple of minutes talking about your company - about its products, goals, corporate culture, advantages, history.

For the interview, do not forget to bring pre-prepared questions and a resume of the candidate with you.

How to write questions

Questions depend on what kind of knowledge, skills, personal qualities are needed for a person to do his job well and take root in a team.

• Perhaps the company already has a document that describes all these requirements: competency model, job description, position profile. Then, when composing questions, you can focus on them. Just make sure that the document is up to date and describes the real needs of the firm.
• If there is no guideline, you will have to make a list of the necessary requirements yourself, always in writing. For example: a man or a woman from 25 years old; with at least three years of experience in a similar position; education - higher, economic; knowledge of English at the Pre-Intermediate level; knowledge of specialized programs and a package of standard office programs; responsibility, accuracy, purposefulness, non-conflict.
• Based on the above requirements, questions are selected.

Questions should be as precise, concise, relevant, and sensitive as possible. It is very important to write them down and take them with you to the interview - especially if you are interviewing for the first time.

It is necessary to formulate open-ended questions that require detailed answers. Since candidates often give socially expected answers in interviews, it is easier to feel insincerity this way.

If the task of conducting an interview comes up regularly, you can prepare a list of template questions.

But it is important to supplement them with those that relate to communication with a specific candidate (concerning his profession, biography, experience).

Examples of professional questions

To get started, you can ask the applicant to briefly describe himself. Just to understand how he formulates thoughts and whether he clearly states them, what he considers important in his biography, what he is proud of, and what he tries not to remember.

Then you can move on to questions of a professional nature. They may relate to highly specialized knowledge and skills, general business qualities, the correspondence of a person to the characteristics of the team and the corporate culture of the organization.

• “Tell us about your work in previous companies (if you are interested in a specific one, you can specify its name). What projects have you managed to implement? What difficulties arose in the process, how did you solve them?
• "What software do you use - and why it, what are the benefits?"
• "Let's switch to English for a while." This is the best way to test the level of English proficiency if the interviewer knows it well.
• “Imagine that in the process of work you have a difficult situation (it is important to describe in detail some difficult production task). How will you solve it?"
• “How do you feel about (name outdated and new approaches to performing certain duties). Why?"
• What new things did you bring to your work? How did you improve its effectiveness?
• “Can any of your former colleagues and managers make recommendations regarding your candidacy?”
• “Tell us about your professional goals for the coming year. How do you plan to achieve them?
• “What interested you in our vacancy?” (this allows you to assess whether a person sincerely wants to get to work for you, and what exactly he likes).
• "What are your salary expectations?"
• “Do you have the opportunity to stay late at work in case of unforeseen circumstances?”
• “Have you had conflicts with colleagues or superiors? Who was to blame for them? How did you solve them?
• “Tell me about your biggest mistake at work. Why did this happen, how did you get out of the situation?
• “Do you consider yourself a responsible (purposeful, creative, executive, etc.) person? Give examples from practice that confirm this.
• “Why do you think people are not ready to work on their mistakes (come to work on time, offer new ideas to improve work processes)?”. When answering such questions, a person seems to be talking in general, but in fact, most likely, about himself.
• “What qualities did you appreciate, and what, on the contrary, did you not like in your former colleagues?”
• “Describe your ideal place of work”
• What traits do you think an ideal leader has?
• "Why did you leave your previous job?"

If what the person describes is diametrically opposed to what you have to offer, chances are they won't last long with the company.

Listening to the answers of the applicant, it is important:

• Pay attention not only to words, but also to gestures, facial expressions, tone. If something is worrying, it is advisable to ask additional questions.
• Taking notes - it's impossible to remember everything a person says, and taking notes will help you make the right decision after the interview is over.

Examples of Personal Questions

When composing such questions, one must be extremely careful not to overstep the personal boundaries of a person, on the one hand, but on the other hand, to find out the nuances that are important from the point of view of the position.

Examples might be:

• Tell about your family. What do you value in each member of your family?
• What are your hobbies, how do you spend your personal time?
• Do you like to read? What books and films do you like?
• List your top three strengths and three weaknesses.
• Do you have bad habits?

After you have asked questions from a pre-prepared list, think - perhaps additional ones appeared during the conversation?

Test tasks

Some professions offer the opportunity to ask the candidate to complete a small test task immediately after the interview, if it seems to you that the person fits the job.

• There are specialties with which everything is simple: for example, an editor can edit a small text, a translator can translate it.
• And there are those with whom you will have to cheat a little, but still check important competencies right during the meeting. For example, if a man comes to the interview, applying for the position of a loader or warehouse worker, and a woman is interviewing, you can ask him to help move the box and pay attention to how carefully he takes it, transfers it, and puts it in place.
• For potential sales employees, the classic tricks are used - "Try to sell me this pen."
• To assess many qualities, special techniques are not required - the very behavior and manner of speaking are the test.

If competent speech, politeness, attentiveness, openness are important for the position - all this is manifested in the process of communication.

However, it is worth making an allowance for the fact that in an interview a person usually tries to behave better than he is used to.

Interview duration

There are no clear criteria. Perhaps, right at the beginning of the conversation, some circumstances will become known that will show that further cooperation is impossible. And it may take two hours - especially when it comes to a responsible position.

Get a Helper

If you are worried that you will not be able to objectively assess the qualities of a candidate during the conversation - for example, due to lack of experience, ask one of your colleagues to help. Let it not be an experienced interviewer, but just an insightful person. Together, it is easier to notice significant nuances than alone. And after the candidate leaves the office, you can exchange views.

Managers often have to interview potential employees of the company. Is it as simple as it seems at first glance? Not really. Read our article on how to conduct an interview correctly and consider an intelligent specialist in an applicant.

Natalya Arefieva,

Executive Director, Baby Club

In this article you will read:

• The most common interview questions

How to conduct an interview properly, what questions to ask and how to see an intelligent specialist in the applicant - sooner or later every leader asks himself these questions. We will analyze how managers conduct interviews using the example of our company.

The staff of the "Baby Club" works with young children during the formation of their psyche and mechanisms of thinking. This is more than responsible work, so we devote a lot of time and effort to the selection of employees. Based on many years of experience and a multi-stage systematic approach, the company has developed its own ideology and recruitment technology, which practically does not fail, despite the fact that this is a technology with a human face.

Best Article of the Month

If you do everything yourself, employees will not learn how to work. Subordinates will not immediately cope with the tasks that you delegate, but without delegation, you are doomed to time pressure.

We published in the article a delegation algorithm that will help you get rid of the routine and stop working around the clock. You will learn who can and cannot be entrusted with work, how to give the task correctly so that it is completed, and how to control staff.

• Sales Manager: How to Become a Great Manager

The starting document that we use when looking for an employee and selecting candidates is a requirements profile. We have developed such profiles for each position in the club (club director, child specialist, specialist assistant), and over time they can be adjusted. The profile indicates the minimum requirements for the applicant for the position. For example, for an employee who will work with children, we have such unusual at first glance requirements as having an ear for music and the ability to sing. This is due to the fact that Zaitsev's methodology, according to which we work, is based on singing. Very often, candidates sing at our request during the interview. After some speeches, all the office staff applaud. What is the right way to conduct an interview?

Candidate technology

The interview takes place in three stages:

• remote communication by phone or studying resumes;
• personal interview with the owner of the club;
• personal or remote (Skype) interview with one or more employees of the management company.

Each stage can be the last for an unsuccessful candidate. After passing through all three stages, a discussion takes place, the final assessment of the candidate is formed - and the person is either approved or not approved for the position.

For a full-fledged analysis and interpretation of the information received, discussion and decision-making on the candidate, we evaluate him according to three parameters.

All three parameters are equivalent. During the final discussion between the owner of the club and the representative of the management company who conducted the interview, it is on the basis of the answers to these three questions that the final decision on the candidate is made. The applicant is hired by the "Baby Club" only in the case of three "yes".

In order to get a complete picture of the candidate in these three parameters, an algorithm of eight consecutive steps is used. We evaluate the personality of the candidate in blocks, each of which is a necessary element in drawing up the big picture.

Step one. Initial impression

The initial impression (it is often said that it is the most correct one), as a rule, begins to form even at the stage of interview preparation, when the candidate is first contacted by phone or the resume sent by e-mail is analyzed. In fact, this is the first stage of selection, at which a successful applicant receives an invitation for an interview, and an unsuccessful applicant is denied further consideration of his candidacy.

Viewing resumes allows you to judge some of the qualities of applicants. We find out the biography of the candidate, find out the places of his past work and the experience gained there. Also, according to the resume, you can judge some of the intellectual and personal characteristics of the applicant. For example, when a person in a resume indicates only the names of organizations, periods of work and positions, but does not consider it necessary to describe the duties he performed, this most likely indicates the schematism and stereotyped thinking of his. The other extreme is when a person cites all his merits in excessive detail. This suggests that the candidate is not able to highlight the main thing in his activity. And of course, it is difficult to hide grammatical and punctuation errors in the resume.

However, the facts stated in the resume and what the specialist saw between the lines are not decisive factors in assessing a person. Therefore, the summary is not focused. Live communication gives a much clearer picture. To understand whether a candidate is right for you after 15 minutes of communication, you will be taught on the course ".

How to prepare and conduct a good interview

An interview at the Baby Club requires preparation. Communication should take place in a comfortable environment for both parties, so you need to take care of the place and time of the conversation in advance. In addition, the interviewer needs to plan his schedule in such a way that the conversation is not crumpled due to lack of time.

The Baby Club does not have a set interview template once and for all - the duration of the interview can be different, the number of questions asked to the candidate is also not regulated. We are sure that excessive pedantry can do harm, because some important points are clarified only during the conversation.

The initial impression of the candidate continues to form until the beginning of the meeting with him. At this stage, we also carefully observe and fix for ourselves the following points: how the candidate enters, how he orients himself and looks around the room, how he greets, where and how he sits down, where he puts his bag, etc.

Step two. Appearance

Although people say that they meet by clothes, but by mind they see off, we at the Baby Club attach great importance to the appearance of the candidate. The way a person looks and the way he is dressed is a direct consequence of his internal attitudes.

We adhere to the rule that the interview should last at least 30 minutes and only in exceptional cases can be shorter. Each candidate, regardless of how successfully he passed the interview, is a carrier of information and opinion about the company. Therefore, short 15-20-minute interviews are highly undesirable, because the candidate may consider that in such a short period of time it is impossible to draw a reasonable conclusion about his competencies. And being disappointed, he is highly likely to become a carrier of negative information about the company.

The whole system by which we work with children is sung. Therefore, we pay special attention to correct speech, a pleasant voice and the presence of an ear for music.

Several times it happened that the candidate passed in all respects, except for the purity of speech. In such cases, we spoke frankly about this and offered to work with a speech therapist to correct speech defects. We had candidates who, at the age of 25, set the correct pronunciation of sounds and went to work at the Baby Club.

Step four. manner of communication

The candidate's communication style is what we pay attention to during the entire conversation. Any employee of the Baby Club, regardless of position (director, child care specialist or assistant), communicates with children and parents both during the educational process and by offering our services and discussing the results of classes. Thus, the correct manner of communication is one of the key skills of the Baby Club employees.

Step five. Experience and attitude towards life

Let's start talking to the candidate. We are questions - he answers them. Our frequent interview questions are questions from the four areas that interest us the most.

To get really interesting and important information that reveals the candidate's attitudes in life, we ask him a lot of questions. Be sure to ask about children, trying to find out why a person is interested in working with them. During the conversation, we describe real working moments and offer the applicant to find a solution to a particular problem.

It is very important for us to find out the motivation of a person that made him come to the company. It is with this that we deal with especially carefully, not being satisfied with the answer "I would like to work in a stable and developing company." This answer only suggests that a person does not like to take responsibility and is looking for a quiet place with a stable salary. It is the motives that guide the behavior of the individual, and it is important to find them out at the interview stage. If the permanent composition of employees is one of the priorities of the company, then it is necessary to pay as much attention as possible to the issue of internal motivation. In the course of interviews and tests, we sometimes reveal the true vocation of a person. And even if he does not get a job in our company, he remains grateful for the help.

Step six. Diversified personality development

In order to understand how versatile the candidate's personality is, we spare no effort in finding out his interests and hobbies outside of working hours. It can be a hobby, sports, books. However, having a hobby is a big plus. And it also happens that the elementary question “What book are you reading now?” confuses the applicant.

When a candidate voices his hobbies, we usually ask clarifying questions about each of them. If, for example, a person is fond of knitting, you can ask what was the last thing he knitted. If there are no hobbies, we are definitely interested in what the candidate does in his free time.

Step seven. Feedback and questions

In this part of the conversation, we give the candidate the opportunity to ask questions to obtain information of interest to him. As a result, the interview becomes not just a survey of the candidate, but a mutually enriching conversation, which has an undeniable positive effect. In addition, questions give the applicant the opportunity to express themselves, and we - to get additional information about him. Pay attention to what and how the candidate asks.

Step eight. Summary

In this part of the conversation, we ask the candidate to fill out our resume form, regardless of whether another version of it was previously sent to us. Our resume contains questions that allow you to get to know the applicant even deeper. For example, the answer to the question of what a candidate dreamed of becoming as a child shows whether the person fulfilled his destiny. Dreams reveal the global thinking of the individual. We can learn about how the candidate relates to himself and what he has achieved by answering the question “What would you name a book about yourself?”. The craziest thing a person has done in their life speaks volumes about their personality. For example, he got a dog - the scale is clearly small.

For more than a year now, we have been offering all applicants to write an essay on any topic - this gives people another opportunity to express themselves, to speak out. We look at how creative a person is, how his thought flows. The essay also provides an opportunity to learn about the views of the candidate. If his position on some fundamental issue is opposite to ours, such a person, of course, will not work in the company.

Here is an example of a real essay (the candidate's opinion about the course of the interview): “Ah, I just had an interview! I feel very lively, cheerful, a little exciting atmosphere, as you are being evaluated. And I spoke on very personal topics, deep for me, answering honestly. Now I'm interested in what Gulya (another candidate) says about how to save money. It's funny. Well, about your life in general. It is interesting - the life of another person, how it develops, how a person thinks, what goals he has, what is inside.

I really like the atmosphere, very cozy: the color of the walls, the photographs… I really like the way our interviewer conducts the interview. Very interesting - finding out the goals, motives of the candidates, the internal position of each on individual issues.

I have a new answer to the question "What will you do if there is no pedagogy and psychology left?". I would go to work in HR - conduct interviews. Although this is also the field of psychology. All questions are very logically structured. I am watching the second interview already, and each conversation develops in its own way: the interviewer follows the person, asking questions to each individually, trying to find out the essence.

At the end of the meeting, we discuss the next steps and talk about the time during which we will inform the candidate of our decision. We always call back all candidates, regardless of whether the applicant passed the competition or not. In case of an unsuccessful interview, we thank the person for giving us the time and wish him good luck.

The recruitment process is quite individual and even intimate, so each manager decides for himself how to properly conduct an interview. Often we make a decision in favor of the employee, as they say, with the heart. Sometimes, when we are faced with a non-obvious choice, whether or not to take a person or whom to choose from several, we have to discard all the formalities and evaluate our own impression of the applicants. And this method is sometimes even more effective than psychological tests. After all, an organization is not only a mechanism working according to a certain algorithm, but also an organism where personalities, characters and many human factors closely interact.

Natalya Arefieva Graduated from Samara Pedagogical University. Since 2003 he has been working at the Baby Club. In 2008 she was invited by the management of the company to Moscow to open new clubs, in 2009 she joined the staff of the managing company of the Baby Club chain. Responsible for the recruitment and training of staff, oversees the activities of partner clubs. Conducted over 1500 interviews during my time with the company.

"Baby Club"- a network of centers for the intellectual development of children from eight months to six years. The first Baby Club opened in 2000, and in 2009 a franchise program was launched. At the moment, the network has 71 clubs, of which 5 are its own and 66 are partner clubs. Official site - www.baby-club.ru

The purpose of this document at the interview is to be your cheat sheet, which you can follow, consistently checking the experience, competence and motivation of the candidate.

3. Save the whip for later and operate with a carrot

Above all, be a person, not a boss. An interview is a huge stress for any candidate. Your task is to relieve this stress and allow the candidate to open up. How to do it? Very simple.

Smile, joke, ask again, try to understand. Do not criticize or ridicule bad decisions. Sometimes you can even help with the answer (only within reason - you are not talking to yourself).

4. Follow a clear interview structure

Interviews are stressful not only for the candidate, but also for the manager. You must not only listen, but also evaluate the answer, record it in writing, pay attention to the non-verbal signs that the candidate gives, compare the next answer with the previous ones, and think about what next question to ask.

In order not to overload yourself it is important to bring to automatism the following of the established structure of the interview. Do you remember how you drove from home to work today? I bet you didn't - everything was on auto-pilot. So it is at the interview - you need to free your head from all unnecessary activities and focus on the candidate.

When you have learned to follow a well-established procedure, you can be sure in advance that your interview tasks will be solved.

Optimal interview structure

1. Introduction (3 min)
   1. introduce yourself.
   2. Find out how much time the candidate has. Remember what I wrote above about gingerbread? Be a good boy - respect other people's time. Schedule the interview so that the candidate is released on time.
   3. Tell us about the structure of the upcoming interview. Let the candidate know that there will be time for their questions a little later.
2. Candidate self-presentation (10 min)
   1. "Who am I"
   2. "What have I achieved"
   3. "What am I aiming for"
3. Your questions and his answers (35 min)
   1. Reveal skills through exercises
   2. Reveal motivation and values
   3. Clarify compensation expectations
4. His questions and your answers (10 min)
   1. Tell me about the vacancy
   2. Answer the candidate's questions
5. Completion of the interview. Next Steps (2 min)
   1. How will you choose a candidate who makes the decision
   2. When you give an answer
   3. Who and how to contact in case of unexpected changes

Total: 60 minutes. (Why only an hour? Because the fatigue of longer interviews makes them ineffective.)

5. Let the candidate introduce himself

Although for experienced candidates, this part will be a performance of an already well-rehearsed number, Candidate self-presentation is still very important.

Ask the candidate to briefly answer three questions within 10 minutes:

1. Who are you now?
2. What are you striving for?

Why short?

The time for self-presentation of the candidate must be limited:

1. You don't need a long unguided story - you need to leave time for exercises and your questions.
2. You will understand how much he values ​​other people's time and whether he can meet the deadlines.
3. You will understand how he can generalize and simply talk about complex things.

Who are you now?

Listening to the answer to this question, you will understand:

1. How does the candidate understand his purpose? Did he think about it? This is important because reflection is an important element of self-improvement ability.
2. Does the candidate understand (and, therefore, is able to use them purposefully) their strengths?

What are your achievements and what numbers can describe them?

What we check:

1. Does a person think by results or by process? "I did" is bad. “I participated” is even worse. “We wanted” is completely seams. “I did”, “I achieved” - good. “I can proudly say that I personally achieved” - a solid “five”.
2. Does it focus on numbers? If a person freely operates with figures on his former activity, then this means that he is able to improve the area given to him. After all, as Drucker wrote, only what is measured improves.

When describing accomplishments, always ask what the role of the candidate was. A wake-up call is an overuse of the pronoun "we". But even if the candidate doesn't say it, it always makes sense to ask, "The accomplishments you describe are the result of a team of what size? And what exactly was your role in achieving this?

What are you striving for?

The final part of the presentation. It is fashionable to consider it as a seed for discussing motivation. You will be more specific about motivation in the next part of the interview.

6. Become an x-ray human. Manager's interview questions.

7. Take your time with the next question

Each time a candidate has seemingly completed their answer, take a 5 second pause. At this moment, carefully look at him and shake your head in understanding.

What for? Because after you heard the first “on duty”, superficial answer, the candidate’s thought process is still going on. At this moment, he is still critically evaluating what he himself said and after a pause, he can start talking again, supplementing what has already been said.

And then you will hear a real, deep answer, which much more fully reflects the worldview of the candidate.

8. Maintain and save records

When you really want to hire a worthy candidate, there will be many interviews.

From my own experience, I can say that, after seeing five or two candidates, it is impossible to remember all the details about each one. Accordingly, it will be very difficult to make the right decision about choosing a finalist if you do not take notes during each interview.

1. For each interview, I print out the candidate's resume.
2. In the course of a conversation with a candidate, I write notes that are important to me in the margins in those places that describe the stages of the career that I am commenting on.
3. When it’s time to analyze cases or talk about the candidate’s motivation, I turn the resume sheet over and write the candidate’s main answers in a very concise manner.

The result is that for each candidate, I have interview notes that I keep until the vacancy is filled, that is, until the ideal candidate enters the job. You can use these records when making a decision yourself, or you can show them to colleagues and managers if necessary.

9. Negotiate secret signs with your colleague

If several people are involved on the part of the employer (for example, you and your recruiter or you and your manager), then you need to agree in advance on how to coordinate your actions. I have often had a situation where, in an attempt to save overall time, the lead interviewer ended the interview ahead of time, mistakenly believing that another team member had lost interest in the candidate.

An easy way to avoid this is agree in advance on two signs that will mean “continue” or “finish”. For example, I use a triangle pointing up ("continue") or down ("finish"). During the interview, keep track of what your colleague draws on a piece of paper in front of him. If you see that both of you have a “fold up” sign, then stop asking questions and let the candidate go. If the signs you have drawn diverge, then one of you must be patient and wait for the other to satisfy his curiosity.

10. Don't miss a chance to learn something

It is clear that at the interview you, logically, meet people who know or can do less than you. However, at every interview I had opportunity to learn something new:

• How competitors work
• How is your function managed in other companies?
• What's happening in the market
• How can you solve your problems in a different way?
• And sometimes - to get one more confirmation that the problems you have cannot be solved by others (it happens so!)

11. Let the applicant open up through his questions.

When you're done with your questions, be sure to give the candidate a chance to ask you questions. (This is the last part of our optimal interview structure, remember?)

It's amazing how much a person can reveal about themselves just by asking questions. First of all, about his priorities and motivation - where will he start asking his questions when the time comes? When a person declares that the main thing in work for him is interesting tasks, and the first question from him is the question of working hours or sick pay, I would think about it.

12. Eat the elephant piece by piece

When I needed to recruit a head of marketing service for our company, I understood that it simply would not work:

• Not only that, the candidate had to be a professional with a broad outlook and an ideological leader.
• He still had to be a good manager with a craving for victory and a focus on results.
• He needed to have a basic knowledge of the products that would need to be promoted.
• He would have to explain difficult concepts to non-professionals a lot and convince them that he was right, so he would have to have a structured mind and be a talented negotiator.

In this situation, I did not have a single chance to make a decision on the candidate in the hour that was allotted for the interview.

The solution was splitting interviews into two parts: the first - self-presentation and answering the candidate's questions, and the second, which was held the other day with the candidates that interested me, was reserved for my questions and problem solving.

Conclusion

Remember that the most important thing you have as a leader is your team. And the ability to conduct an interview is the key to recruiting a team of champions. Ask yourself Which of the above can you apply at your next interview??

Did you read to the end? I'm glad you liked it!

As a favor in return, answer one question in the comments:

What is the most common mistake leaders make in job interviews?