What kinds of products, services, and platforms does your company shy away from? Do you work with any specialty hardware, software or services vendors. In this first of a two-part series of these Computer Consulting 101 hiring tips, we looked at why small business owners and managers find that computer consulting companies are so difficult to hire, as well as four basic issues that you must confront when searching for a new computer consulting vendor. In the second installment of this two part series on Computer Consulting 101 hiring tips, we'll look at how you can get your hands around the true costs of using a computer consulting firm, as well as how you can more objectively evaluate the computer consulting firm's suitability for the task of servicing your company's technology needs. What industries or vertical markets have you worked with? And in what particular aspects and software applications. Generalist or Specialist Consulting Company.

Sharon Burns offers the following tips for the training managers interviewing prospective trainers. For additional presentation materials and resources. ReadySetPresent and for a Free listing as a Trainer, Consultant, Speaker, Vendor/Organization. Copyright AE Schwartz & Associates All rights reserved. New trainers need help with listening skills.

How best to contact you (phone or email) and what to send (resume, letters of recommendation, transcripts, etc. Type of college major desired (business administration, accountancy, finance, computer science, etc. Job Description (including complete list of expected tasks, expected number of hours to be worked, days to be worked (if necessary), hourly rate of pay (if applicable), negotiable rate (if you wish to evaluate their qualifications before setting a rate. Allow your advertisement to be posted for at least two weeks. Once your posting is approved, it will be made available for students to access.

Prepare a detailed interview game plan, to be used by each person doing the interviewing for your company. So, follow these four steps and see how easy it is to hire and keep key people! The Coach says so!! Want to hear more about this important topic or ask some additional questions? Fax a note on your letterhead to 435-615-8670 or send an E-mail to ernest@powerhour. Oriente, The Coach, is the founder of PowerHour® a professional business coaching/recruiting service and the author of SmartMatch Alliances. To hire and keep top people, you must provide a career path to help your best people grow and to be groomed for additional responsibility. This starts in the hiring process, so consider if the person you are hiring has the skills for the current position and might also have the skills for a next level promotion.

Notes you took while interviewing applicant. Should you tell the applicant details of discussions you and other managers had about him/her. Should you show the applicant materials you have about him/her, such as. Should you tell the applicant why you did not hire him/her. You can get a FREE subscription to his e-Newsletter at http.

Quality hiring is more than running ads, screening, interviewing and checking references. Do a survey of all new hires during orientation and ask them for their moments of impression. Find out what is working and what is not. Then, reinforce the positive factors and eliminate the negative ones. Finally, use your exit interviews to identify additional improvement areas.

What has been a particularly demanding goal for you to achieve? (This question taps into the candidate's achievement orientation and requires them to explain the obstacle and their and actions to overcoming the obstacle. What are the typical customer interactions you have in your present position? Can you think of a time when you had to think quickly on your feet to solve a problem? (This question focuses on the candidate's customer service skills and orientation. Have you ever been in a situation where you have had to take on new tasks or roles? Describe this situation and what you did? (This question allows you to probe into the candidate's degree of flexibility. Here are some examples of questions that focus, not on the person, but the specific competencies that the job requires. Organizations that consistently hire top performers and also stay on the right side of the law use a behavioral-based interview process.

In a big company, you might develop the list by interviewing successful people in the organization. I find that it works very well and creates a win-win scenario for both parties. I have been through this type of interview on both sides of the table. For the interviewer, it gives you concrete information that you can use to make an informed decision about the candidate's fit in your organization. Now you have a good basis for deciding whether this person fits you and your organization.

Prepare a consistent written interview game plan, to be used by each person conducting the interviewing for your company. In summary, hiring SuperStars is vital to the success of your company?why not do it right the first time? [* A small processing/analysis fee of $25 will be assessed, limit one per company. Oriente, The Coach, is the founder of PowerHour® a professional business coaching/recruiting service and the author of SmartMatch Alliances. In return, you will be confidentially sent an 18 page assessment* (a $150 value) outlining your unique behavior styles/values. He has spent 17,500 hours [since 1995] delivering customized training, by telephone, in leadership, traditional/Internet marketing and sales for fast growing sales companies and entrepreneurial businesses worldwide.

After interviewing 33% of your group you will probably start to hear similar answers. Ensure that all the survey questions are clear or that you are available to answer questions about the survey. When conducting surveys explain the purpose and what you hope to accomplish with the findings. Once you have conducted all of your interviews or surveys and compiled your notes, review your notes thoroughly and extract the best practices. Sample questions (to use when working with other team leaders.

The more often you can set a scenario that a potential employee will not expect or could find to be an unusual method of interviewing, the better. Consider the unconventional when interviewing an employee. Don't lock them into one, specific type of work, especially if they express desire to try other things. Not everyone develops his or her retention decision on a benefits package, at least not the smart employee. After spending as much time as you should have in attracting good employees, it only makes sense that you would go to certain lengths to keep them.

Focus groups were conducted with current and departed IT / MBA employees. Compensation and benefits were not the key turnover drivers, but rather, the day-to-day work was not challenging. Only then could solutions be developed to deal with the real causes of employee dissatisfaction. In addition, supervisors lacked basic management skills and were unable to state clearly performance expectations or provide meaningful feedback. These young 'bucks' were bored and fearful of losing their edge.

This can be done through interviewing techniques, by carefully checking references and by the use of carefully developed written honesty tests. This is done by setting up procedures containing good internal controls and by seeing that these procedures are followed without exception. It is the responsibility of managers to remove as many temptations as possible thereby helping to keep employees honest. When hiring new employees make an effort to hire honest employees. The retail store by its very nature presents many day to day temptations to employees who handle the merchandise and money of the company.

Poor interviewing by appraisers reinforces people's worst fears and sometimes creates more problems. Frequently, people mention that after their interview they hear nothing until the next year when they're asked to undergo another appraisal. People want to know how they did during their own interview. Many people I encounter are never told the results of the latest completed appraisal round. People aren't given company-wide feedback.

Job interviews are easier for the interviewer or the interviewee if you plan and prepare and use proper interviewing techniques. Whatever, a 'no' here is a big warning signal. Anyone who says they don't make mistakes either isn't telling the truth, or never does anything at all. A mature, positive approach to learning from mistakes is a great characteristic. Shows whether the person can take responsibility and guidance.