The document provides guidelines for interviewers at D Magazine Partners to help them select the best candidates for open positions. It outlines important success factors for candidates such as being adaptable, analytical, and having strong technical skills. The interview process is designed to assess candidates based on these factors through behavioral questioning and probing. Interviewers are advised to prepare thoroughly, make the candidate feel comfortable, ask clarifying questions, listen carefully to responses, and sell the position to all candidates regardless of the hiring decision. The guidelines are meant to improve decision making and ensure the right people are hired to maintain D Magazine's high standards.

1. Interviewer Handbook
andre david&associates, inc.©2012

2. Interviewer Handbook
D Magazine Partners, recognized as one of America’s
“Best City magazines”, can only maintain its premier sta-
tus by producing high value publications. This is accom-
plished by employing the “best and the brightest” in the
field of journalism and publishing.
Successful and profitable business entities are only as good as the employees
that are hired and retained. The significance of the selection process cannot
be understated or emphasized enough. Decisions on who will likely succeed,
contribute, and add value to the D Magazine Partners’ team are difficult under
normal circumstances.
What are the skills and traits that serve as the foundation of success for the
company? What are the common threads and the consistent behaviors that
can be identified? Why are these traits and behaviors important for success in
the company? Can these be learned or must they be inherent in candidates for
positions?
These questions need answers and require you, as hiring executives, to be as-
sured that you are making sound hiring decisions.
The Success Factors Analysis and Interviewing Process are designed to provide
you with guidelines for interviewing and selecting talent for your department
and your company. It is not a stand-alone process. When combined with
feedback from peers, skilled interviewing techniques, and in depth referencing,
your decision-making capabilities around candidate selection are greatly im-
proved.
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3. What’s inside?
• Alphabetical listing of Success Factors with brief definitions and/or descrip-
tions
• Worksheets for pre-interview preparation and post-interview assignment of
success factors
• Worksheets for comparing, contrasting, and prioritizing multiple candi-
dates for open positions
• Key criteria – technical skills assessment – success factors model
• Interviewer guidelines
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4. Success Factors
ADAPTABLE – capable of adjusting to change, new conditions, unforeseen ob-
stacles
AGGRESSIVE – demonstrating determination and initiative
ANALYTICAL – applies logical reasoning to problems, challenges, and oppor-
tunities in the job space
ASSERTIVE – being self-confident, self-assured, forceful, forward
CREATIVE – requires imagination/innovation to create solutions to challenges,
often with limited resources
CRITICAL THINKING – capable of making good judgments and decisions
around business challenges and opportunities
EMPATHETIC – capable of acknowledging, understanding, and sharing the
feelings/emotions of others; compassionate
EXECUTIVE PRESENCE – capable of conducting oneself, carrying oneself in a
manner that projects executive and leadership capabilities; representative of
the organization to external customers
HIGH ENERGY – demonstrating vitality; visually appears to be lively, vigorous,
“awake” versus dull, tired, “asleep”
INDEPENDENT – capable of being self-sufficient, thinking or acting without con-
sultation or guidance from others
INFLUENCE – capable of affecting/encouraging others thinking or action by
argument, example, or force of personality; capable of swaying others
LEADERSHIP – a need to and be capable of guiding and directing internal and
external colleagues and projects
MULTI-TASK – capable of successfully handling, managing multiple, numerous
actions, and projects simultaneously
RESOURCEFUL – capable of finding quick and clever solutions to challenges
STRETCH – capable of doing more than is required and/or expected; capable
of performing at higher level with more responsibility
TEAM ORIENTED – capable of submerging “self” into group and participating
as a member and not as a leader; capable of serving as an Indian versus a
Chief
TECHNICAL – having the necessary specific skills, knowledge, training, educa-
tion, capabilities to perform the required tasks
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5. THICK SKINNED – able to acknowledge criticism as positive and necessary and
not be deterred; not overly sensitive; not thin skinned
THOROUGHNESS – demonstrating conscientiousness; being extremely careful
and accurate in job tasks
THOUGHT LEADERSHIP – capable of espousing innovative ideas and promot-
ing them
TRANSACTION SKILLS – demonstrate polished and professional interpersonal
relationships and communication skills (verbal and written) with colleagues and
external customers/vendors
TRANSPARENT – capable of being completely open and frank about issues;
having thoughts, ideas, feelings, motives that are easily perceived
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6. Candidate Assessment
Job Title
Success Factor Notes
Adaptable
Aggressive
Analytical
Assertive
Creative
Critical Thinking
Empathetic
Executive Presence
High Energy
Independent
Influence
Leadership
Multi-Task
Resourceful
Stretch
Team-Oriented
Technical
Thick Skinned
Thoroughness
Thought Leadership
Transaction Skills
Transparent
Candidate must have or demonstrate
Important, but candidate may be acceptable if absent
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7. Success Factors Analysis
Candidate Comparison
#1 #2 #3 #4
Adaptable
Aggressive
Analytical
Assertive
Creative
Critical Thinking
Empathetic
Executive Presence
High Energy
Independent
Influence
Leadership
Multi-Task
Resourceful
Stretch
Team Oriented
Technical
Thick Skinned
Thoroughness
Thought Leadership
Transaction Skills
Transparent
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8. Key Criteria Success Factors
Technical Skills
Key Criteria Success Factors Technical Skills
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9. Interviewer Guidelines
The interview process can be taxing and challenging for
both the interviewee and interviewer. For the interview-
er, the process can be effectively managed allowing
both parties to accomplish the ultimate goal...to deter-
mine if there is a mutual agreement on acceptability
(success factors), capabilities (technical skills), and requirements (key criteria).
The interview process can be modeled after a simple business letter with a salu-
tation, body, and a closing. Just as you have to prepare mentally when crafting
a business letter, you must have a certain level of preparation for your interview:
Clear Your Calendar...No interruptions
• Read the resume thoroughly
• Look for...
• Inconsistencies
• Discrepancies
• Breaks in employment
Interview’s Salutation
• Avoid being distracted when greeting your candidate
• Strive to lower candidate’s anxiety (acceptable humor or possible common
ground issue(s)
• Outline the process that will unfold
Interview’s Body
• Inherently probe for presence of success factors using behavioral questioning
techniques (“give me an example when you...)
• Strive for clarity in your questioning and candidate responses
• Probe...probe...probe (the “why” is very powerful)
• Listen...listen...listen
• Conscientiously extend the dialogue by asking for elaboration on responses
• Allow for “pregnant pauses/silent gaps”
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10. Interview’s Closing
• Sell position and company regardless of go/no decision (every candidate is
a client or customer)
• Encourage questions around positions and D Magazine
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