Think of interviews as both sides getting to know each other professionally. Today, qualified and experienced employees usually have several options. Asking for qualifications does not work. During the interview, try to confirm by example the extent to which the skills and interests listed in the application materials actually exist. If a candidate has written that he likes to read, ask him what book he read last. If he has indicated that he is business fluent in French, ask him to switch to French during the interview. If he’s a controller, go ahead and ask him what unit the return on investment (ROI) is in. (For you: there is no unit of measurement).
More important than expertise is problem-solving ability. Feel free to have candidates demonstrate the solution path for brain teasers thinking out loud.
Depending on the position and perspective, candidates’ leadership skills may also be important. Then ask your candidates about relevant case studies and how they handled them.
But above all, listen out in the interview for what drives the candidates, “what they burn for.” This is their intrinsic motivation. Ask candidates open questions to which they can respond fully. Ask them to give examples from their work environment.
Above all, get a picture of the candidate’s personality. In the medium term, personality is more important than specific expertise. The personality must fit to your team. If you don’t have an unreservedly good gut feeling in this regard, it’s better to decide against the candidate.
Depending on the orientation of the advertised position, the candidate’s relationships may also be relevant for your company.
It is very important how you introduce new employees to your company.