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The hiring process is akin to taking a walk through a minefield. You can be VERY careful in your evaluation process by thoroughly reviewing the resumes, conducting extensive interviews, meticulously checking references, even administering job skills testing, and still make a costly and time-consuming mistake. Understanding that there is no foolproof roadmap to help you avoid making a poor hire, your best bet would be to improve upon the evaluation methods that you currently DO employ.

The "Gold Standard" in the evaluation process has always been the face-to-face interview, and with good reason. Whereas references are strictly subjective, and often amount to nothing more than someone else's opinion of the candidate, an interview gives you the opinion that should really count — yours. And while testing results can give you an idea of the candidate's "book knowledge," they can be poor indicators of potential job performance.

The interview is then the most accurate and telling measure available to you. The type of questions you ask, and the answers you receive, are the key to making the right hire. Beyond that, it's your interpretation of the answers that is crucial. What skills and personality traits are revealed? Once you understand exactly what is being said, and discern what the answers tell you about the candidate, your next task is to evaluate how the attitudes and frame of mind that produced those answers will fit into the position and your organization.

Still, the traditional face-to-face interview has its limitations. The biggest hurdle is determining whether the opinions expressed are sincere and accurate. This can be a daunting task at times, since many candidates are "coached" by agents who know exactly what you are looking for. Sometimes, a sharp applicant can even ascertain what would be the most favorable answer, so they can "tell you what you want to hear." Even if answers to traditional interview questions are sincere and accurate, they often fail to reveal the crucial character traits and "soft skills" that are an important part of the make-up of any candidate.

The best way to avoid many of the shortcomings of the traditional interviewing process is to employ behavioral-based interviewing techniques. Behavioral interviewing is a relatively new mode of job interviewing. Employers such as AT&T and Accenture (formerly Andersen Consulting) have been using behavioral interviewing since the late 1980's. Behavioral based interviewing provides a more objective set of facts to make employment decisions than do other interviewing methods. Asking "behavioral" questions, which involve the description of a situation or task, the applicant's actions or reactions to them and the result of those actions, will allow you to evaluate the candidate's proven performance on other jobs. The questions you ask should allow you to analyze the candidate's past and predict their future. Behavioral interviewing is said to be 55 percent predictive of future on-the-job behavior, while traditional interviewing is only 10 percent.

The following are behavioral interview questions designed to uncover the true essence of a candidate. The questions should be straightforward, emphasize the recent past and be phrased to allow the applicant to provide both positive and negative information. Follow-up questions, which are spontaneous questions in response to a candidate's answers, are employed to uncover more specific information. Note that the questions are so open-ended, they don't even require a question mark.

Whether you're interviewing for a Controller or a Staff Accountant, the answers to these behavioral questions, their follow-up questions and answers and your evaluation of them, could be the key to making the right hire.

1. Give me a specific example of a time when you used good judgment and logic in solving a problem.


This question probes for the candidate's ability to employ critical thinking, adaptability and insight.


2. Tell me about a time when you delegated a project effectively.


Here, you want an example that demonstrates the candidate's communication skills, the ability to show leadership and exert influence, rapport building skills and sales ability or persuasiveness. All these skills and personality traits would have to be employed to get the "buy in" from the staff.


3. Describe a time when you to had to take action without enough information to be certain of your direction.


This question is designed to probe a candidate's ability to think on one's feet, to be able to go with one's instincts and take action even in a state of ambiguity.


4. Tell me about a time when you encountered resistance or even rejection of your ideas.


What you're looking for in asking this open-ended question are several important skills and personality traits. Is the person tenacious enough to pursue the implementation of their idea even in the face of rejection? Does he or she have the people skills to find out the other person's concerns? Can the candidate ultimately re-work the idea, or negotiate it, so that it retains the essence of the original, but still satisfies the boss's concerns?


5. Give me an example of when you showed initiative and took the lead.


Is this person a self-starter? Is entrepreneurial spirit displayed? Is self-confidence to initiate this action exhibited? Is this candidate willing to take a risk for a potentially large return?


6. Tell me about a recent situation in which you had to deal with a very upset customer or co-worker.


Here you are trying to evaluate the candidate's listening skills, sensitivity and professionalism. Can this person gain control of the situation? Does he or she have the fact-finding skills to get the whole picture and ultimately, the negotiating skills to resolve the issue?


7. Tell me about a time when you were forced to make an unpopular decision.


Can this candidate be decisive and make decisions independently? Does this person have the integrity to go with a gut feeling, and stand by this decision?


8. Tell me about a time when you found yourself in a particularly stressful situation at work and how you handled it.


Here, you're probing to see how well the candidate works under pressure. You want to evaluate the candidate's deadline orientation, sense of urgency and ability to work under pressure.


9. Please discuss an important written document you were required to complete.


The crucial skills you're probing for here are: written communication skills, attention to detail, analysis, planning and organizational skills, technical/professional knowledge and work standards.


10. Give me an example of a time when you motivated others.


Can this candidate develop subordinates and delegate effectively? Does he or she have the management skills needed to motivate others?

We are deeply saddened by the passing of Monroe Amper, one of the Founding Partners of Amper, Politziner & Mattia.

Monroe was born in New York City in 1926, went on to graduate from New York University with a Bachelor of Commerce Degree in 1949 and joined the United States Army immediately after college.

In 1965, Monroe helped found Amper, Politziner & Mattia. Monroe was not only instrumental in creating Amper but in instilling within the firm the principles and culture it is guided by today. His work ethic, integrity and commitment to clients are the benchmark for all of us who have followed. He will be missed.

Monroe is survived by his wife, Gloria, two children and three grandchildren.

To the Clients, Associates & Partners of Amper: We shall always remember with deep gratitude your comforting expressions of sympathy during our recent loss. My beloved husband was truly an asset to Amper.

Sincerely,
Gloria Amper and family