We long for a place where everybody knows our name. We seek community. While there continue to be discussions over what actually defines a community, for many, it is a sense of cohesiveness among a group of people.

Let's go with that.

Sometimes communities are organized like Women of HR or Tribewriters. Sometimes communities are organic. Bottom line - people join a community because the community offers something they want or need. Victorio Milian recently posted that community, "may simply come down to supporting and interacting positively with other individuals who share a vested interest. Your community helps you succeed, even when success isn't evident."

He nailed it.

In a 2012 Forbes article, The 4 Pillars of Community Management, the author wrote that community managers are pivotal in getting people not only to your community, but actively involved in it; connecting with people; listening to feedback and evolving the community based on member needs. Good community managers build communities that last.

She nailed it.

Communities are in constant motion. It's not a question of if members will leave a community, it's a question of when. If you are establishing a community or currently managing one, here are a few points to remember:

You don't own the people in your community.
People have a choice. If they chose you, treat them well.
Know your niche. You can't be everything to everybody.
Members are looking for a reason to stay. Give them 10.

Don't take your community or its members for granted. Life happens and things change. When a member chooses to leave your community don't be dismissive. Or an ass.

Taking Community for Granted by Lisa Rosendahl first appeared on lisarosendahl.com.

We've been in the midst of interviewing candidates for open HR positions and it reminded me of this post from about this time last year I wanted to share with you.

I have had the opportunity to interview for new HR staff lately. It's something I don't get to do often although lately I've had the opportunity to do it more due to promotions, turnover and new HR positions.

People walk into an interview and it's unknown to me - and to you - what they have on the line at that moment. Whatever "it" is, it belongs to a person in one of the most uncomfortable situations a person could be in.

As the interviewer, I know - but sometimes forget, that I have the opportunity create the space for the person sitting across from me to shine. As I recently watched a candidate come into her own right before my eyes, it made me wonder, what do others do with the very same opportunity?

With this thought on my mind, I saw 10 Human Questions Interviewees Should Ask, from Paul Smith pop up in my Google Reader. Like Paul, I thought "about the anxiety of interviewees and how interviewers have most of the advantages in that environment."

Interviewers can set the stage for an interviewee to be at their best. Their anxious and nervous best, but their best nonetheless.

Why wouldn't every interviewer want to do that?

Is it easier to say, "no" to someone who did not fully step-up-to-the-plate? It is not possible to be both direct and nice? Shame on you if you quell confidence and pride and don't nourish, prop-up or cultivate every chance you get.

It's not all about the applicant you say? It's all about you? Ok, I get that so let me ask you this, "What impression do you want them to have of their interaction with you, of your department, and of your leadership?"

Interviewers, you have the advantage. Use it well.

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The Interviewer's Advantage

Lisa Rosendahl