The ‘Flipside’ Of A Job Interview: When HRs Need To Know The RIGHT Answer!

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The ‘Flipside’ Of A Job Interview: When HRs Need To Know The RIGHT Answer!

A recent survey by the search firm Korn Ferry has revealed that over 90 percent of retailers are struggling to fill in their empty positions; employees are seen to increasingly resign from their posts despite the paid referral programmes and job bonuses.

The ‘Great Resignation’ has put job-seeking candidates in a favourable position, and companies need to gear up to riposte to their doubts like never before. Companies' HR departments must be just as prepared to answer candidates' queries as they are to answer yours. This is especially true for candidates you truly want to be recruited. Here is a list of questions that can be asked by sharp candidates, which the companies must be prepared to answer.

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Q1. Why is the ‘ABC’ position vacant?

Answering this question is not difficult. There can only be two alternatives to this question. Either it is a newly created position or the last employee has quit or got promoted. In case of a previous employee leaving the company, It is suggested that HRs should not stop there and explain why the previous person quit. Perhaps the employment gave them the experience that enabled them to obtain a higher-level position elsewhere. Alternatively, they weren't a good fit, which allows the HR to explain why the applicant is a good fit.

If the preceding employee was promoted, take advantage of the opportunity to discuss career advancement. And, if it's a new post, make sure to include some background information. Why was the position formed in the first place? What are the objectives? How will the job add value? What do you hope the recruited person will do to mould the position and its responsibilities.

Q2. What are the skills and characteristics that your top performers possess?

Every organisation in this world is different and they provide unique opportunities for their employees, especially the key qualities of top performers in those organizations. Answering such questions can be impressive. What distinguishes your top performers? Maybe the approach isn't as important as creativity. Perhaps attracting new clients is more valuable than cultivating long-term ties. Perhaps your most effective leaders are more practical than charismatic, especially if your workplace is largely virtual.

Q3. In the first 60 days, what do you expect me to accomplish?

The top candidates aim to avoid "newbie syndrome" by getting the right things to work, by attaining outcomes, by getting things done, by demonstrating their worth by their conduct rather than their qualifications or expertise.

They will be excited to know about goals, milestones and timelines. They'll be eager to learn about your expectations so they can go right to work making a difference — and joining the ranks of your top achievers as quickly as possible. Prepare to give a detailed explanation of what you want them to do.

Q4. Could you tell me about something that happened at your company that wouldn't have happened anywhere else?

In this question, HR should take time and think about different aspects that make their culture different and unique. You should think of unique things related to your employees and the workplace. What distinguishes you as an employer of choice for employees who share your values, perspectives, and objectives.

Q5. How do you plan to communicate outside of business hours?

Formal procedures don't restrict the stress, worry, and impact on personal time caused by after-hours emails, according to a study published earlier this year in the Journal of Management.

To make matters worse, according to a study published in Organizational Behavior and Human Decision Processes, coworkers greatly overestimate how quickly senders expect responses to non-urgent emails, particularly those sent outside "normative" hours such as nights or weekends.

In this case, HRs should clearly outline the expectations from an off-time communication.

Q6. When will I receive feedback both formally or informally?

To answer this question the HR should first, describe their regular procedure. The frequency with which formal performance evaluations are conducted. Timelines for providing feedback to new hires. Keep in mind that some people thrive on feedback, especially positive comments, while others are solely interested in learning how to improve.

Then go a step further. Because excellent leaders adapt to their employees' requirements, find out how the candidate prefers to get feedback. If the candidate is hired, you might agree to weekly check-ins for the first 60 days. Maybe after 30 days, you'll consent to a formal evaluation. Perhaps you'll agree to a 10-minute Zoom call every day for a remote employee to answer queries, eliminate bottlenecks, and explain assignments.

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