INTERVIEWS THAT WORK

FAIRCASTLE Ž TECHNOLOGY GROUP, LLC

SPECIALIZING IN FINDING THE BEST HIGH-TECH & MIS EXECUTIVES, AND BRINGING THEM TO YOUR TABLE.Ž

COMPETITIVE INTERVIEWING & HIRING

"The minimum cost of replacing a technical or professional executive is his/her direct salary for a year; the actual cost is probably two to three times direct salary if the full cost of employment, including benefits and overhead, is added to salary and if lost productivity (from lost sales, loss of major contracts or delays in new product time-to-market during those 55 to 57 days it takes to replace an employee) is taken into account."^1-4

Screening candidates more successfully, more quickly and with less redundant effort helps firms maximize their profit per employee. Waiting 4+ months to hire an "A" candidate for Chief Sales Officer, CTO or CIO detracts from capitalizing on new and existing business and product pipelines. Having to hire again after a "wrong hire" can be even worse.
Faircastle's expertise also helps solve the problem of interviewing the "A" executives more skillfully and successfully than your competition down the street or across the continent.
This service, which sits between Attraction and Retention Strategies, helps firms solve both these problems. It is targeted for business leaders/ hiring managers of small-to-midsize firms and larger company Human Resources leaders who want refresher effectiveness training for their large teams of experienced staffing people.

WHAT BUSINESS OWNERS SAY:

"'HOW TO INTERVIEW & HIRE COMPETITIVELY' was exactly what I needed right now....very helpful as I am a founder myself and am having a difficult time competing in this market. Because hiring has been so diminished in recent years and even now, post-tech-bust, there are so many more candidates 'on the street' looking, each correct hire we make counts even more."
"Finally: someone who initiates some independent thinking."
"Everyone should know how to do this 'Company Factsheet.'"
"An obviously knowledgeable presenter."

"When the technology industry was booming before 2000, a lot of companies hired employees not because of a great fit, but due to so much work to be done; many who could code in Dreamweaver just don't have traditional I.T. skills and we need to screen for that."
"Excellent interview question examples."
"Full of very helpful, extremely timely information."
"An excellent, interactive presentation."

MINIMIZE THE RISK OF HIRING THE WRONG PEOPLE. Assure that you meet only the suitable candidates, control interviews and end them before wasting time on non-viable candidates.

INTERVIEW, MAKE AND CLOSE JOB OFFERS TO THE BEST ONES BEFORE THEY EVEN LEAVE YOUR BUILDING. Learn the best way to thoroughly tag-team interview almost any candidate in a single day.

DEAL WITH PROVEN, HIGH-TECH, RETAINED EXECUTIVE SEARCH PROS, NOT GENERALISTS WITHOUT CORE COMPETENCY IN RECRUITING. In 1999, then-"Big 5" consulting firms built practices attempting to offer such training, charged markedly high fees, and then abandoned them by 2002. Is that who you would trust to help your firm with this need?

QUICKLY DEVISE INTERVIEW QUESTIONS AND PROCESSES FOR WHICH NO "HOW-TO-INTERVIEW" BOOK HAS READY-MADE ANSWERS. Screen out those using such cookie-cutter tactics by digging for truly unique, candidate-specific information.

AVOID WASTING TIME ON DUPLICATE PREPARATION OF INTERVIEW QUESTIONS. Managers really use these tools because they don't waste time or mindshare every single time they interview.

MAXIMIZE YOUR H.R. STAFF'S TIME AND UTILIZE THEIR KNOWLEDGE TO MAKE YOUR HIRING MOST COMPETITIVE. Your high-tech-knowledgeable staff doesn't have time to waste sifting for the best interview questions from generalized books with thousands of questions.

TAKE ADVANTAGE OF OUR FLEXIBILITY. While originally created and conducted for our start-up/pre-IPO technology clients, the demand has built to deliver these sessions to all sizes of firms. We have since helped larger firms who have recognized that their great H.R. folks just need a "refresher" for the changing times.

We would be pleased to introduce these immediately usable techniques to your firm at your location, worldwide. Please contact us at E-mail ann[{at}]faircastle{[dot]}com.

For CONTACT INFORMATION, REPRESENTATIVE SEARCHES, RESUME SUBMISSION GUIDELINES, and our privacy policy....please visit our PERSONAL RADAR (sm) section.

[1] McClelland, McClelland DC, "Identifying competencies with the behavioral event interviews." Psychological Science, Vol. 9, No. 5, Sept. 1998.

[2] Spencer, L.M., Calculating human resource costs and benefits, New York, NY:John Wiley & Sons, 1986.

[3] Spencer, L.M. & Spencer, S., 1993, Competence at Work. New York, NY: John Wiley & Sons.

[4] Quote from the book The Emotionally Intelligent Workplace: How to Select for, Measure, and Improve Emotional Intelligence in Individuals, Groups and Organizations, Cherniss, C. and D. Goleman, eds. (2001), San Francisco, CA: Jossey-Bass/Wiley.

MoneyTree Report-PWC LKCM Aquinas Funds VentureWire Š VC-Backed Firms and People