Employer Interview Questions - Strategic Approach

After so many years as a recruiter, I find that most employers

I have found that the best employers ask technical questions that create a positive outcome and serve a need for the employer. Situational questions that have direct relevance to the employer's current problems yield the best results. I recommend that before an employer starts interviewing he/she prepare a list of the current problems that they are facing and posit these questions to future employees. Not only are these relevant to the future working environment, but the employer gains potential good ideas for their company and possible solutions to problems that the employer hasn't considered. In this vein, the employer gains value and problem solving solutions during the interview process, instead of viewing it as a laborious chore.

Even if your department or company is well run, highly organized and asked them about their best in other companies with a huge wealth of some of the ideas can be found candidates for benefits. Try this strategy, you will find the interview process will become more pleasant.

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Strategic Human Resource Management

Calling in the Professionals
When the National Care Standards Commission (NCSC) was set up in 2002 it called in a number of human resource specialists to help. The NCSC is part of the Government's modernisation agenda to promote and protect the well-being of users of regulated services such as residential nursing homes, private hospitals and boarding schools. It also covers services that weren't previously regulated, including laser clinics and private and voluntary hospitals. In the past these institutions were regulated by different local and health authorities.

The NCSC essentially brought together some 1800 staff from 230 employers into one umbrella organisation. One of these Human Resources specialists was 37-year old Charlotte Grover, a human resources professional with a background in blue chip companies including Unilever, Toyota and Xerox. In 2001 Grover set up her own HR consultancy, wishing for more job flexibility and to be able to make use of the experience gained from working in a range of HR roles during her 15 years in the profession. The NCSC was her first assignment.

Working to establish the NCSC certainly provided a substantial challenge, but Grover has never been fazed by a blank sheet of paper. She was initially going to be employed for a six-week interim assignment, but this soon turned into a year-long exercise, with Grover reporting directly to the East Midlands regional director Tony Frayer and with a professional reporting line through to Clare Curran, the HR Director based in the head office in Newcastle. For the first six months Grover was responsible for developing all the HR services within the Trent Region, helping to establish all new services covering Northampton, Nottingham, Leicester and Derby. Once a permanent HR manager was appointed to this post, Grover was asked to take on the exciting challenge of helping to develop a new reward structure, competency framework, and performance management scheme.

Because the NCSC was new, everything was in start-up mode. There were some draft methodologies covering, for instance, the way to inspect a residential home, but everything was incomplete: even the Newcastle headquarters had a skeletal staff - and HR was the last function to be established. HR support was crucial as many staff had moved across from their former local and health authority employers, so at a regional level the HR support provided by Grover had to be 'spot on'. She was responsible for supporting seven area managers in the East Midlands region, each with around 40 professional and administrative staff, so she had to set up HR systems based upon national policy. "The critical bit was getting the manpower plan sorted out early on, as that gave us a framework and structure," she says. "When we started we didn't even know the names of everyone who worked in the region and many of them didn't have contracts."

She embarked on a major recruitment drive early on: one of the first challenges was to hire 20 healthcare professionals as inspectors - and they don't grow on trees. She also spent many hours managing the uncertainty of staff, many of whom came from very structured backgrounds. The balance of her time was spent handling adhoc HR issues like maternity, grievances, discipline, absence and capability - with no policies and procedures to guide her. "I drew on my knowledge and experience and managed every new situation by adopting best practice," she says. "Not only did we have to comply with the law, we also had to keep the unions involved and satisfied that we were proceeding correctly in the absence of policies and procedures."