That doesn’t seem quite fair, does it? Haven’t all of us said or done something at least a little untoward? Is the googler calling the googlee a sinner? What of the googler’s past? Spotless?

Yes, the job market is competitive. Yes, I’m heavy on the throw the first stone philosophy. Yes, a candidate should shine their shoes and practice their handshaking and eye contact. But is it too presumptive, too hasty to toss out a candidate based on their googlability?

(Google’s going to love me for using their brand name with such license, but lets get real – it is a word now.)

I wonder this because I’m starting to see a trend, at least as I am perceiving it from the piecemeal coverage I see. We already know quite well that Bill Gates didn’t finish his degree – and that would have hurt him in the job market if he hadn’t made brilliant strides of his own.

Alarm:clock reports that Craig Newmark, the founder of the wildly successful Craigslist, was "too odd" to land an engineering job. "Too odd" meant the head engineer didn’t like his "anti-capitalist ideas."

The raging success of Craigslist has to have Newmark sitting back in his chair and chuckling at a statement like that.

Just before that little nugget, Valleywag asks "Is 30 too old to start a company?" The question arises because, according to Valleywag, venture capitalists assume tech entrepreneurs "peak" at about 26.

As a 30-year-old, I think that just plain sucks. Admittedly, rounding that corner hasn’t been exactly fun – spicy foods are quickly becoming the enemy and my knees and back just aren’t what they used to be – but my mind is sharper than ever.

What was I saying?

Oh yeah, it seems employers (and investors) would be wise to take a second look at the talent they’re throwing off the table for some rather arbitrary reasons. And to borrow from an overused corporate buzz phrase, that’s not exactly "thinking outside the box."

Genius rarely comes in conventional packages. Just ask Einstein, who I hear had trouble just tying his shoes (but that could be an urban legend).  

The price tag for elite retreat definitely gives meaning to it being elite but my goal is to show people the worth behind a convention like this. Yes it cost’s around 5 grand to go to this convention but you have to look at what you are getting for this price. You are literally getting one on one consulting with industry leaders. Lets break it down like this.

Plain ticket to San Fransisco: $434
Ticket to Elite Retreat: $4,950
Getting to talk to industry leaders in a one on one basis: Priceless

Thanks mastercard

So I am conducting a series of interview’s with the speakers at elite retreat and trying to get a better understanding at what attendees can expect from elite retreat. So far I have interviewed Lee Dodd (forum Expert) and Kris Jones (SEO,SEM, and much more expert at pepperjam). Next on the list is Aaron Walls, Neil Patel and founder Jeremy Schoemaker.

Be sure to check out the interview’s over at lunarpages.

Kris Jones – Elite Retreat Interview
Lee Dodd – Elite Retreat Interview

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About the Author

My name is Joe Whyte and I have been doing SEO/SEM for over 5 years now. I have worked with fortune 1000 companies helping them to market their products online, improve search engine rankings, increase conversions and draw viable, targeted traffic to my clients sites.

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It isn’t your standard Bellagio water show. It was a one-of-a-kind show done for Microsoft. It was a video projection done into the water show. Long Zheng has more.

I’m trying to get my own cool stuff up. I interviewed John Chambers, CEO of Cisco and the “Retrevo Gang” met with me and showed me the coolest stuff they found at CES (the staff of Retrevo, the consumer electronics search engine, will meet with me everyday for the next couple of days to tell me what they found that was interesting at CES). Those videos will come up shortly.

What’s the coolest thing you have seen from CES?

Oh, and answering “the stuff Steve Jobs is showing off later today” isn’t a good answer.

UPDATE: I’m not the only one at PodTech getting interesting interviews, Jeremiah Owyang is interviewing Michael Dell tomorrow.

UPDATE 2: Notebooks.com has a killer video of a DJ that is using a new DVD-mixer to create dance videos. I think that’s the coolest thing I’ve seen come through Google Reader so far.

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Robert Scoble is the founder of the Scobleizer blog. He works as PodTech.net’s Vice President of Media Development.

Go to Scobleizer …

I remember the days when only one or two people got on TechMeme, now I can’t read everyone that’s on there.

I am trying, though. I’m adding RSS feeds to my reader at a pretty fast pace lately. I’m getting close to my breaking point, though. I think I can’t read more than about 400 feeds. Not enough time.

Anyway, I still notice that smaller stories get on my link blog than get on TechMeme. I pick some of the same stories that are on TechMeme, but there’s a lot of “flavor” that TechMeme filters out. Algorithms are sure efficient, but they often miss the cute little stories. TechMeme will never point to Cute Overload, for instance. I don’t often point there either, but it’s fun to mix in a cute cat photo into a mix of 100 tech stories.

One thing I caught going through my aggregator is Om Malik’s NewTeeVee blog interviewing my boss, John Furrier, about PodTech. Oh, remember that guy who said he hated my videos? Yeah, we signed him up for our network too. Welcome 1938 Media! And don’t you dare stop attacking me.

Speaking of which, I gotta have a talk with Christopher Coulter. He’s been too quiet lately. He’s the best hire I ever did, though. He’s amazing.

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Robert Scoble is the founder of the Scobleizer blog. He works as PodTech.net’s Vice President of Media Development.

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What would you like to ask Kevin?

Then, after that, we head over to the SF airport to pick up Chris and Ponzi, who are spending the weekend at the ScobleHaus. I hear we’re going to some bar on Saturday that would have gotten on Valleywag before it gave up its sex focus (which I don’t really believe cause they had pictures of Naked Jen on there).

Yes, it’s the Pirillo bridal party. Or, as Maryam puts it, this is the “pre-plunge party.”

Reports that we’re going to the Laughing Squid party on Saturday night are total unsubstantiated rumors. If we do get there it’ll almost certainly be on Valleywag (Chris has already been on there totally naked, I hope we can convince him to keep his clothes on, but if he takes them off I’m definitely writing something on his chest).

Damn, there’s so much going on this weekend. PodCamp West is in San Francisco too.

Personally, I’m a fan of Mad Mojitos. See ya at the Half Moon Bay Ritz. We’ll be the geeks. If you can’t pick us out of the crowd you just aren’t trying hard enough.

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Most managers have had the experience of interviewing and subsequently hiring a candidate who later turns out not to be the right person for the job. This situation begs the question of how to identify which candidate is a good fit for a given position. The answer is that there are five key activities that make the difference between a successful hiring decision and a not-so-successful one. We have all been on both sides of the interview, and this article will attempt to make you, the interviewer, more successful.

This article covers five key activities, including:

1. Writing a detailed job description

2. Making sure the setting/environment is conducive

3. Conducting a programmed interview

4. Using multiple interviewers

5. Considering testing

WRITING A DETAILED JOB DESCRIPTION

Probably the biggest mistake managers make is to be under-prepared, from the moment they write the job description. Because the job description encapsulates requirements for a given position, you must first have a good grasp of what the position entails, from personality traits to knowledge to skills and experience.

You may include any of the following qualifications in a job description:

* Years of experience (for example, three years of technical editing in a DoD environment)

* Degrees, certifications (for example, B.A. in English or Journalism)

* Physical qualifications (for example, a Web-design position might require color vision)

* Personality traits (for example, excellent communication skills or attention to detail)

* Specialized skills or knowledge (for example, ability to write JavaScript)

Ultimately, the job description is the inspiration for any subsequent interview, so defining the position in detail up front will make finding the right person for the job much easier. Plus, it will help the candidate understand whether the job is right for him or her.

MAKING SURE THE SETTING/ENVIRONMENT IS CONDUCIVE

The setting in which an interview takes place is important and can make the difference between a good interview experience and a bad one. The candidate deserves your full attention and you will be better able to make a decision if you are fully engaged without distractions. Make sure that, at a minimum, your setting entails the following:

* Quiet: Set your phone to “Make Busy” and do not take phone calls or allow interruptions. Make sure you are in a quiet place (for example, an office with a closed door or a conference room). If you are sitting behind your desk, move away from your PC and turn its volume to mute.

* Comfort: Show the candidate where the restrooms are and offer coffee or water if appropriate. If you have a drink, make sure you offer one to your candidate. Offer to take the candidate’s coat or identify a coat hook/rack.

* Time: Adhere to your schedule. If you are interviewing more than one candidate and/or have other meetings scheduled around the interview, make sure one appointment does not overlap the next. Neither of you should be forced to rush through the interview.

* Information: Give your business card to the candidate, so he or she does not have to struggle for your name and will have your name/address handy when writing a thank-you note.

* Invitation: Invite the candidate to sit down. Where the person sits will tell you a great deal, and this will make the person feel more comfortable.

The environment can make the difference between a good interview and a bad one. I once interviewed in an office that was once a closet. The four interviewers sat on the edge of the desk, while I sat considerably below them in a chair. It was intimidating to say the least and it taught me a lot about candidate comfort.

CONDUCTING A PROGRAMMED INTERVIEW

A programmed interview involves defining questions up front, along with acceptable answers, which will tell you whether a candidate possesses each of the qualifications for a given job. One important caveat: consult with your personnel department or manager and make sure you understand the EEOC guidelines as well as the kinds of questions you can and cannot legally ask. To conduct a programmed interview:

* Develop a list of standard questions you will ask all candidates.

* Make sure your questions are open-ended, but limited in scope. (For example, “tell me about a time you had conflicting comments in a document review and how you resolved it” or “tell me about a time you had a tight deadline and you were asked to increase the scope of a document.”)

* Identify a list of minimum acceptable answers. (For example, acceptable answers to the previous question might be “I would schedule a meeting with both reviewers and try to reach a consensus” or “I would work to gain a better understanding of both comments and identify a solution that would work for all parties.”)

* Ask a negative question so you can see how the person handles stress and conflict (for example, “tell me about a situation where you failed” or “tell me about a time when you disagreed with your boss”).

* At the most, you should talk only 25-30% of the time. By mostly listening and observing, you will gain maximum information about each candidate.

* Leave time for the candidate to ask questions. You will see whether the person is prepared and/or took time to research your company. A candidate who does not ask questions probably did not prepare adequately for the interview.

* Observe each candidate. Ask yourself whether each has a business- like presentation and whether they look the part of the job. I also like to see how well they can articulate their role on a given project. It is a bad sign when candidates seem unfamiliar with their own work.

As important as the tangible requirements are for the job, so are the intangible ones. Look for a firm handshake, direct eye contact, professional bearing, and appropriate clothing.

Understanding how to ask questions is very important and there are numerous references on the subject. Years ago, I was asked during an interview whether I planned to have more children. Of course, the question was an illegal one, but a surprising number of people still manage to ask similar questions. Being prepared and informed is the best way to avoid these pitfalls.

USING MULTIPLE INTERVIEWERS

Having more than one person interview a candidate increases your perspective. What you may see and what someone else may see can be quite different. When you are trying to choose between two very good candidates, a second or third opinion will make the decision more clear. You might consider having any of the following participate:

* Technical personnel (perhaps an engineer or programmer who may act as a subject matter expert)

* Other department staff (co-workers can provide excellent feedback as to whether they will feel comfortable with the candidate)

* Personnel staff

Although you may be the person with the ultimate hiring authority, you will find it very useful to be able to talk each candidate over with other people. You may find that they like a candidate you did not or vice-versa. In general, consensus hiring will produce better results than a unilateral hiring decision, so take their feedback seriously.

One manager I interviewed for this article uses a weighted system when considering a candidate: 30% skills, 30% personality, and 40% business-like presentation. In my own experience, the latter two are the greatest predictors of a candidate’s success. When candidates don’t work out, the reason tends to involve how they handle conflict or how well they communicate. You will, of course, need to develop your own system.

CONSIDERING TESTING

Although I have not yet used a test for candidates, I have certainly taken them as part of a job application and I am considering using them in the future. You cannot be sure the candidate shows you work they have actually done, but you will be able to see their work if you give them a test. Many companies develop their own tests. You may consider anything from a personality profile to a writing and/or editing test.

IN CONCLUSION

There is no boilerplate method or template that you can apply directly to your department, group, or company. However, you can use this process as a model to develop your own own process, guidelines, and interview questions. What you look for and what someone else looks for in a candidate are likely to be quite different. But by developing a process, defining the position, and nailing down your questions well in advance before interviewing candidates, you vastly increase the likelihood of a successful hiring decision.

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One of the questions most frequently asked in an interview is – “WHO ARE YOU?” – or – “TELL ME ABOUT YOURSELF.”

The answer you give to this question will set the tone for the rest of the interview. Focus is the key or you will wander about in a circle, or dig yourself into a deep hole.

The secret to success with this free-form question is to focus, script and practice. You cannot afford to “wing” this statement, as it will have an effect on the rest of the interview.

List five strengths that you have that would be pertinent to this job. (Experiences, traits, skills). What do you want the interviewer to know about you when you leave?

Practice with your script, until you feel confident about what you want to emphasize in your statement. Your script is a way of helping you stay on track, but shouldn’t be memorized, resulting in sounding stiff and rehearsed. You should sound natural and conversational.

One of the most dreaded questions by candidates is – WHAT ARE YOUR LONG-TERM GOALS?

This open-ended question, and others like; “Where do you see yourself in five years?” throw most candidates off balance. The object of the question is to check for your self-awareness and communication skills.

If you are the type of person who prefers an organized way of life, you may find this question a “piece of cake.” But, if you are among the majority of persons who let life happen as it comes along, you will probably not have a smooth answer without some forethought.

The best answers will come from you thinking about what you want. Most successful business people will tell you that a key success factor is the ability to set and achieve goals. Begin by setting short-term goals. Right now your goal may be “to get a job.” But, what kind of job? And, where do you go from there?

No one can tell you exactly how to answer this question – it will come from what is important to you. However, the more focused and employer-centered you can be about your goal, the better your chances will be of steering the interview in the right direction.

Another among the dreaded questions is – WHY SHOULD WE HIRE YOU?

This is another broad question that can take you down the wrong road unless you have done some thinking about what to say ahead of time. This question is about selling yourself. Think of yourself as the product. Why should the customer buy?

Develop a “sales” statement. The more detail you give the better your answer will be. This is not a time to talk about what you want. It is a time to summarize your accomplishments and relate what makes you unique.

Start by looking at the job description or posting. What is the employer stressing as requirements of the job? What will it take to get the job done? Make a list of those requirements.

Next, do an inventory to determine what you have to offer as a fit against those requirements. Think of two or three key qualities you have to offer which match what the employer is seeking. Don’t underestimate personal traits that make you unique – your energy, personality type, working style, and people skills.

Completing an exercise around this question will allow you to concentrate on your unique qualities. Like snowflakes, no two people are alike. Take some time to think about what sets you apart from others.

Regardless of what you are asked in an interview, preparation and practice will improve your performance and give you a better chance at competing with the other candidates. Knowing who you are and what you have to offer is vital for success!

Carole Martin – MONSTER.com’s interview expert – has a workbook full of exercises and tips. “INTERVIEW FITNESS TRAINING”
http://www.interviewcoach.com/workbook.html Preparation + Practice = Successful Interviews = Job Offers! Subscribe to her Free monthly newsletter: Interview Fitness Training At http://www.interviewcoach.com/newsletter.html Email: carole@interviewcoach.com