September '19

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32 THE SHOP SEPTEMBER 2019 Y ou've heard it on the news or may have experienced it in your shop: Finding employees with the skills you need is a challenge in one of the tightest labor markets in 50 years. Posting ads locally and even in places like SEMA's Career Center may get you closer to locating potential candidates, but how do you ensure you are hiring the right person for the job? According to Patrick Hauenstein, Ph.D., president of hiring consultancy OMNIview, few interviewers can accurately predict a candidate's potential without some guid- ance and training. He outlined four basic skills needed to conduct interviews more professionally: Use a Structured Interview Guide A guide is your roadmap, covering all critical requirements and exploring rele- vant aspects of the interviewee's background. First, define job requirements through the use of common competencies, such as minimum years of experience, ASE certifi- cation or educational background. Use pre-planned behavioral questions linked to those competency requirements that will enable you to compare applicants. Ask how well they did with the key tasks of that position. Ascertain whether they surpassed expectations, or did pretty much the minimum needed to get by. Obtain Good Interview Data After planning and structuring the assessment, interviewers need to help candidates provide good informa- tion that reflects their true potential. Listen for information critical to properly evaluating a candidate's responses. How well do they get along with others, are they easy to work with and do interpersonal problems tend to impede their progress? Ask effective follow-up questions to gather the data you need. You may not have a second interview to make an evalu- ation before having to make a decision. What do previous managers or co-workers have to say about them and the quality of their work? Manage the Interview Process Maintaining control over the interview helps to ensure that both the applicant's and your objectives are met. Organize your interview time to meet your objectives. Don't schedule interviews while trying to also answer calls or manage the shop, or cut an interview short due to a disruption. Manage the pace of the interview so that you have time to cover each competency adequately. Evaluate Responses Accurately After obtaining good interview data, your task is to make an objective evaluation of the quality of the responses and then predict the applicant's likelihood of being successful in the job with some degree of accuracy. Different reviews of the same data should arrive at the same conclusions. Keep in mind the integrity of the indi- vidual. You'll want to know if the prospect is ethical and able to keep their commit- ments, or if they bad-mouth past employers and co-workers. Are they willing to con- tribute to the workplace, or do they only have their own self-interests in mind? Interviewing Tips for Shops The right approach will lead you to the right hire. By Jason R. Sakurai Finding employees with the skills you need is a chal- lenge in one of the tightest labor markets in 50 years.

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