Success Profile

This section of the matrix briefly addresses candidates' awareness of their accomplishments, their motivation for changing jobs, and their inclination to accept a counteroffer from their present employers. (There s no time like the present to pre-close the candidate on accepting your job offer if it eventually comes.)

The greatest accomplishment query invites candidates to highlight their track records for increasing revenues, decreasing organizational expenses, or saving time. As mentioned earlier in the book, you might prompt a candidate by adding, ''Why is the organization a better place for your having worked there? or ''What would a past supervisor say regarding your greatest contribution to the organization?" (See Chapter 2 for some questions along these lines.)

The reason for leaving query qualifies the circumstances surrounding the individual's motivation for change. As you know, the reason for leaving represents the link in an individual's career progression. More than anything else, it helps you understand what drives the candidate's career management strategies. The problem or problems underlying the current reason for leaving must be solved by your organization's programs to ensure a successful transition into your company.

Counteroffer preparation addresses up front the possibility that the individual will be enticed to stay aboard his current company once he returns to give notice. If the person is employed, it's worth an initial query regarding the likelihood of his being propositioned to stay put. Typical questions you might want to use to probe more deeply include: ''What would be your next logical move in progression at your present company?'' (See Question 25 in Chapter 5.) ''What would have to change at your present position for you to continue working there?'' (See Question 90 in Chapter 16.)

Assessment of Candidate's Needs

Of all three areas in the telephone screen, this section historically gets the shortest shrift. Yet, because of its emotional nature, it carries the most potential to land a candidate successfully. If the first section determines that the candidate is qualified to do the job and the second section attempts to qualify the individual's motivation for change, then this section helps you determine whether your offer will satisfy individuals—on the basis of their reasons for leaving their current employers.

The two ''three-criteria'' questions for company and position will help you accurately assess the individual's values and long-term goals. Getting a feel for where candidates are currently interviewing can be telling regarding their tastes and expectations. In addition, it helps to sell someone on your company if you happen to know your competitor's strengths and weaknesses.

Remember that most people are more motivated by recognition, challenge, and fulfilling work than they are by money. Therefore, beware the folks who apparently want only higher salaries: They're probably not telling you the whole story. (It's much more often the case that they either feel under recognized by their bosses for their hard work or sense no opportunity for increased responsibilities at their present position.) Of course, if money is truly the sole motivator, watch out as well: They may be only recruiter's bait waiting to leapfrog to a higher-paying position elsewhere.

Similarly, management style (see Question 28 in Chapter 6) refers to the individual's preference for ongoing structure, feedback, and direction versus autonomy and independence. It also addresses the person's inclination to manage others via a participatory supervisory style based on consensus building from below versus a more centralized, closed-fisted style that trickles down to subordinates from above. (See Question 78 in Chapter 15.)

Finally, remember to broach a critical issue before you fly across country or put a candidate on an airplane to visit you: the minimum salary requirement. (See Question 96 in Chapter 17.) This will certainly sound premature since you've neither met yet nor had the chance to discuss other compensation components. Still, telephone interviews are meant to crystallize the entire prequalification process, so it is indeed allowable in this case to surface this important issue before proceeding any further. You'll find the Telephone Interviewing Matrix below.

Telephone Interviewing Matrix

Telephone Interviewing Matrix

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