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Should CEO Interview

Should CEO Interview

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Published by Dr.E.J.Sarma
most company hirings , especially senior level hirings, are not done unless the CEO interviews.if you alalised as to how often the candidate declined or how many times a candidate got selected when 5 others said yes and CEO said no that many a time the candidate walked away after CEO interaction.because the candidate felt disappointed or CEO felt that he is not the best fit.


this write up is about CEO interviewing and making it success
most company hirings , especially senior level hirings, are not done unless the CEO interviews.if you alalised as to how often the candidate declined or how many times a candidate got selected when 5 others said yes and CEO said no that many a time the candidate walked away after CEO interaction.because the candidate felt disappointed or CEO felt that he is not the best fit.


this write up is about CEO interviewing and making it success

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Published by: Dr.E.J.Sarma on Apr 21, 2009
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11/02/2014

As CEO the final call is to be made on selecting asenior resource.

IF you are one of the lucky CEOs in large corporation then you have the support of head hunters, other senior managerrs to help in decision making. iam writing this piece for those CEOs who have the task of running SMEs. MY writing is based on my own close observations while mentoring CEOs . Years back we had faced situation of losing every candidate after the final interview with CEO whom i was mentoring. we were both concerned as to why this is happening.To give full credit the CEO was pretty open to figure out the reason.we decided that i shall be silent observer when he interviews next time. At the end of this experiment here is what we found out.I had to tell the cEO as no one else wil tell- that he was just spoiling the show.and suggested that he should not interview candidates, rather he should do such agood job of selling the company and the job.we did set up a goal that then onwards his performance will be measured as "excellent" only if the candidate comes out of the interview and asks the question as to when can he join.sounds good? read on 13. opening your interview with the traditional question “tell me about yourself”.is the worst strategy. If you are the third or fourth interviewer this is the most stupid opening you can ever have. the candidate is fedup already ,by facing this many times in your company.Never do that 14. If your HR staff or any retained agency has sent the candidate to you, start the interview with the opening remarks as follows- so our HR person told you a about the company and the job. If you have any more question on that i can help. Or even ask what the HR told him about the company. it helps in two ways. it helps to find how well the HR did do the job to brand and how much miscommunication happened; You can refine your HR’s script to candidates when they make first contact. next questions may be : Hope you visited our website. Do you have any further question about our company. 15. Now watch for the response. Most candidates say that they did not get any time or they did not visit the site. This is first negative. Especially if you are hiring a senior person it is legitimate that you expect him to do research about the company . After all,if it is just another job he is looking for he is not worth hiring. 16. if the candidate has atleast looked at the site or had done some home work he maybe able to say what business you are in , where all you operate and how he loves to be part of your venture etc. that is the first big plus 17. Such candidate must be encouraged to askfor more information from you. The advantage is that you sell your company then the job . here is an opporunity to present the vision, plans growth strategy etc 18. Next line of questioning must be to check the knowledge and application of knowledge. Ask him about his core subject expertise.. Generally candidates do not expect this question. For example whenever I asked this question to senior candidates they end up saying they lost touch with subjects long ago. I do then prompt them to get into discussion about latest book on management... 19. Recently I asked a candidate for HR manager’s job this question and some how

brought him around the topic of HR tools like HR score card, FIRO B, MBTI c. psychometric tests, personality tests etc; to my surprise he had not even heard of any of these . He had over 10 years in HR. 20. It is always useful to ask about any new idea that the candidate experimented with.. This question generally can help in finding how much knowledge the person has and brings to the table. He who has not tried any of the concepts is not worth the salt 21. One question that will invariably must be asked is “how much and what value he can add to your organisation. This will test not only the self confidence but the organisational alignment capability 22. always test the business understanding of the candidate by asking question about latest trends, sources of research data that he relies on etc .if the person does not mention Gartner or Gallop or similar sources he is just not in tune with the time 23. Ask which of the previous jobs the dream one was. Check if the candidate comes out strongly in favour of atleast one previous assignment. We never forget our dream assignments. Anyone who did not have a dream assignment in the past cannot be expected to make this as his dream job .the chances are less. Atleast you can check back what or which job or company he enjoyed working with 24. Ask what success means to the candidate- I have seen this question makes candidates to think. Name fame money what else? If the candidate just says that success means delivering far and beyond what is expected he is one sure guy who will win .he surely ahs Think Win/WIN paradigm 25. Use a tool- I had extensively used Thomas profiling for all senior hires. Get the HR person trained in Thomas profiling. Get the report to help you arrive at proper decision. 26. Look for 4Es- The 4 E's of Leadership Energy - Individuals with energy love to "go, go, go." These people possess boundless energy and get up every day ready to attack the job at hand. High energy people move at 95 miles-per-hour in a 55 mile-per-hour world. Energizers - know how to spark others to perform. They outline a vision and get people to carry it out. Energizers know how to get people excited about a cause or a crusade. They are selfless in giving others the credit when things go right, but quick to accept responsibility when things go awry. Edge - Those with edge are competitive types. They know how to make the really difficult decisions, such as hiring, firing and promoting, never allowing the degree of difficulty to stand in their way. Execute - The key to the entire model. Without measurable results, the other "E's" are of little use. Executers recognize that activity and productivity are not the same and are capable of converting energy and edge into action and results. Welch took 20 years to develop this model, 1, you can benefit from all the effort and re-working that went into getting to this all encompassing set of characteristics.

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