But interviewers must also be adept at weeding out the takers from the givers. Takers can be described as those who look out only for themselves and are difficult to deal with in the workplace for both managers and customers. Van said looking for key words and phrases can be just as helpful here. Someone who uses the phrase, "that's not fair," might expose himself as a taker.

Beyond looking for indicators though, Van said that interviewers need to take responsibility for being proactive. They must spend time analyzing the traits and qualities they are looking for in an applicant in order to be successful in making hiring decisions.

"Are you looking for someone creative?" Van asked. "Or do you want someone who follows the rules? Do you want someone who thinks outside the box, or are you looking for someone who respects authority? Those are often opposite qualities."

Van said that when looking to hire someone for a particular job, you have to know that people often have strengths and weaknesses that are diametrically opposed to each other. In other words, it's hard to find someone who is creative but also follows the rules. Someone who thinks outside the box, he said, isn't likely to focus on processes. "The key there is to make sure that you understand that you cannot have everything in one person," said Van. "So quit trying to find someone who has everything in one package."

In listening to Van, it is clear that he is not about explaining esoteric concepts and theory. Rather, his session focused on giving attendees real-world solutions to hiring problems. One of those specific problems, he said, is the interviewee who is always armed with the "perfect answer."

"Most applicants are prepared to give a specific answer to a question, such as 'What are your goals?' and 'What are your strengths and weaknesses?'" said Van. "These types of questions are typically readily answered because the interviewee anticipates and prepares for them. So how do you know if you are getting at the real truth?"

It's a problem to which many related. A scripted answer to a common question does not provide insight into the behaviors that the employee will exhibit once they actually start the job. Van offered several solutions to solving the "perfect-answer" problem.

"Using a technique called, 'The Repeating Question' can be of great help," he said. "Here is a typical scenario. The question might be, 'Can you tell me about a time when a customer frustrated you?' The response might be, 'Well, there was a situation that happened last week,' and the perfect answer is delivered. To dig deeper, the interviewer should ask for another example, and then another. If the person is able to continue giving examples of a time when a customer has frustrated them, it tells you two things: the person has a lot of experience, and the customer is always getting upset. There might be a reason for that."

Van said another technique is to simply wait. "Don't say anything after the interviewee appears to have stopped his answer, just nod your head," he said. "He will feel obligated to fill the silence and give you another answer. It is usually the second or third thing that comes out that is usually the truth rather than just the perfect answer."