Comments on: High-Impact Interview Questions: 701 Behavior-Based Questions to Find the Right Person for Every Job

By: Oratilwe

Oratilwe — Mon, 09 Nov 2009 21:37:43 +0000

“High-Impact Interview Questions” will save you both time and effort in the interview process. It provides hundreds of interview questions that you can tailor to your organization. By asking questions that focus on the candidate’s actual performance, you will increase the likelihood that the people you hire will be a good fit for the position and the organization. This book is a great resource for the new interviewer as well as the seasoned HR professional.

By: Sabina

Sabina — Mon, 09 Nov 2009 19:58:36 +0000

This book is easy to pick up and understand what behavioral interviewing is all about. For someone that is at the other end of the interview process (the interviewee) this book helped to better prepare me for the interview process in this day and age. Interviews no longer entail just talking about your experience. A potential employer needs more information about a person in a short period of time. By reading “High-Impact Interview Questions” I feel more confident knowing what a potential employer could be looking for and what kind of quetions they may be asking. For the price, this book is well worth it!

By: Halen

Halen — Mon, 09 Nov 2009 19:30:00 +0000

Selecting the right person for a job is both an art and a science. To help you improve your chances of finding the right person, author Victoria A. Hoevemeyer proposes that human resource departments and hiring managers should ask applicants explicit questions about their skills and behavior. This approach, known as “Competency-Based Behavioral Interviewing” (CBBI), provides a clear picture of what candidates actually did in their previous jobs. Hoevemeyer’s sensible idea is that if candidates succeeded at certain tasks before, they’ll repeat their success in their new jobs. She provides a very long list of detailed questions that hiring managers can use to learn the specifics of candidates’ skills and past performance. However, the book lacks proof that the CBBI process actually results in recruiting new hires who perform well and have better retention rates. Still, since Hoevemeyer’s approach clearly elicits rich information, we believe that managers and even experienced HR professionals may find her interviewing tactics useful.