Home' Border Enterprise : Enterprise Spring-Summer 2009 Contents 22 enterpris e
ATEL's human resources officer
Lucille Trevaskis says there are
important questions an employer
can ask and answers to look
for to ensure that candidates
are who they say they are (the position used as an
example here is for an apprentice bricklayer):
1. What are you employment preferences?
"Nine time out of 10 they will say something
all together different from the job they are
2. So, why are you interested in this
"Well, I dunno, I just want a job."
3. What type of work experience
have you had?
"I have been working with my mum's
boyfriends uncle, who had a friend that
knew a bricklayer, so I thought I would
4. What duties do you think you may have to
do in this position?
"Oh Gee, I guess you would have to
build walls. "
5. Do you think you are thick- skinned and
tough enough for this sort of work?
He pinches his skin, looks at the interviewer
and says," I dunno, I think my skin is just
6. How would your last employer
"Well, not very well I don't think. I only showed
up for a week."
7. Are you willing to work weekends?
"Only between the hours of 9 am to 9.30am
because I have to get ready for the footy."
8. Have you applied for any other jobs?
"Yes hundreds, no one seems to want me."
9. Why are you the right person for the job?
"Cause mum told me."
10. Do you have any question for me?
"No. Oh hang on. Can I smoke on the site?"
Although these answers may have been
exaggerated for the purpose of highlighting some
responses that an employer or recruitment firm
may encounter, the questions are simple, direct
Drake Personnel Albury manager Kayleen
Hernan agrees that the interview process and the
questions asked in it can save an employer a lot
of pain later --- when an expensive solution is the
only way out.
"Resume fraud is extremely common and
employers going through the hiring process need
to ensure that they manage the screening and
interviewing process by asking the right questions,"
she says, and offers some tips to help employers
engaging 'counterfeit' candidates:
1. Create the ideal role profile or position
2. Ensure you have a selection criteria relevant to
the role profile.
3. Screen each resume based on this selection
criteria; use a check-list or filtering system.
4. When interviewing candidates ensure you
review their resumes with them, why did they
leave each role, did they meet set goals, did
they achieve bonus and what were they
earning when they were originally engaged in
the role compared to what they were earning
when they left the role.
5. Always use some behavioural interview
questions, ask for examples of these
6. Check unexplained gaps on resumes and
be wary of employment listed by year rather
than month and year.
7. Watch out for vague answers and language
and look for specifics.
8. Verify salary details and reasons for leaving
9. Ensure that when reference checking the
questions are specific to the role, ask
questions that you have asked the candidate
to verify their answers. You need to ensure
that the candidate has answered honestly and
not embellished their skills and abilities.
10. Watch out for those candidates that do not
list referees from their most recent employers.
"You must also ensure that you receive written
permission to collect information from each
candidate, as governed by the Privacy Act, 1988.
"There is no absolutely foolproof way to know
YOUR STAFF SHOULD BE
YOUR GREATEST ASSET
But for a small business they can be its biggest liability. How do you spot a
potential dud as part of the recruitment process? MICK MCGLONE reports
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