1. interview & selection techniques

8/6/2019 1. Interview & Selection Techniques

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Interview & Selection Techniques

Dr. Munir Hourani


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Course Content

- Questioning and summarizing skills- Job analysis and descriptions

- Person specifications

- Types of interview

- Methods for attracting candidates

- Preparing for the interview

- Methods to control the interview

- Ending the interview: the biggest mistake and

how to avoid

- Observation skills- How to obtain references

- Presenting the offer

- The induction process


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Understand the processes involved in

recruitment planning

Recruitment planning

1. Reason for vacancy:

eg employee leaving, increased volume

of business, different work, maternitycover, sickness.

2. Decision to recruit:

Internal recruitment; external sources of

recruitment (use of consultants,recruitment agencies).

3. Cost and time considerations:

internal or external sourcing.


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Understand the processes involved in

recruitment planning

4. Recruitment advertising:

internal advertising; external advertising,choice of media, use of external

agencies, format and type ofadvertisement, cost implications.

5. Legal considerations of recruitmentadvertising.

6. Methods of application:

eg letter, online, telephoneetc.


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Know the documentation involved in the

recruitment process

1. Job description:

purpose and standard formats, title of

job, department and location of post,broad terms of job, responsible to whom,

responsibilities, scope of post, education

and qualifications, name of compiler and

approver, date of issue.


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recruitment process

2. Person specification:

purpose and standard formats, eg job titleand reference number; location in

management line; essential and desirableattributes; physical characteristicsrequired, attainments and qualifications,previous experience, general intelligence,special aptitudes, temperament andpersonality, hobbies and interests,personal circumstances.


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recruitment process

3. Application documentation:

letter, application form, curriculum

vitaeetc.


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Job Competencies

Technical Skills

What specific kinds of machines will the employeeuse?

What specific kinds of computer hardware/softwarewill they use?

Is there a certain specific and prescribed way theymust manipulate tools?

Performance Skills

What tasks and responsibilities are assigned to theposition?

Look at work habits that reflect the way a persongets a job done.


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Assessing Competency

Positive and negative indicators for competency headings canbe used as the basis for assessments, Criteria forPerformance measures:

Performance measures should:

be related to the strategic goals and measures that areorganizationally significant;

Be relevant to and derived from the roles and objectives ofthe individuals concerned;

Focus on outputs, outcomes, inputs and behaviors;

Indicate the data or evidence that will be available as basis formeasurement;

Be verifiable;

Be as precise as possible;

Provide a sound basis for feedback and action;

Be comprehensive, covering all the key aspects of

performance.


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Skills Inventory

Knowledge

Skills

Abilities Qualifications

Interests

Motivation to learn new skills Future plans (retirement, advancement)


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Job Analysis

A job analysis is performed by obtaininganswers to six questions:

1. What physical and mental tasks does the

worker accomplish?2. When is the job to be completed?

3. Where is the work to be accomplished?

4. How do the workers do the job?

5. Why is the job done?

6. What qualifications are needed to performthe job?


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Job Analysis

There are at least three different times

when a job analysis should be performed:

1. When new jobs are created.

2. When jobs have changed because of newtechnology, methods, etc.

3. When they have not been analyzed for a

period of time and a new worker is requiredfor the job.


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Job Analysis

There are several ways of doing a job analysis.1. Direct observation: Often used by a first line

supervisor or manager. Serious limitations,particularly if the job requires mental effort or

specialized skills/knowledge.2. Interviews: A step beyond observation, as

there is an exchange of information.

3. Combined observation and interview: This

can make for a complicated process.4. Questionnaires: They can be customized to

the job and they are relatively inexpensive todo.


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Be able to participate in a selection

interview

1. Pre-interview:

a. Selection criteria for short-listing.

b. Application packs and information for candidates,references.

c. Types of interviews (group, individual, team, paneltelephone, multi-stage).

d. Tasks and tests used to complement the interviewprocess, eg occupational preference tests,attainment tests, aptitude tests, psychometric tests.

e. Use of specialists in the interview.

f. Interview questions.

g. Procedure for informing candidates on interviewdecisions


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interview

2. Interview:a. Interview protocol, confidentiality, fairness,interview environment.

b. Agreed questions, checking of personalinformation, interview checklist, control ofinterview.

c. Decision criteria and documentation,communicating the decision to candidates.

d. Communication and listening skills, bodylanguage, questioning techniques; barriers tocommunication.

e. Analyzing and summarizing.


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interview

3. Post interview:

a. Informing candidates, making a job offer,verbal/non-verbal offers, contents of job

offer, eg start date, wage or salary rate,hours of work, holiday entitlements, otherconditions, eg references, medical test.

b. passing specific qualifications, candidates

feedback, taking up and checking references,police and/or medical checks.

c. Rejection of unsuccessful candidates.


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Screening Resumes

Your resume screening guide should allowyou to search for those things you absolutelymust have and still leave room for a little bitof flexibility.

Method: develop criteria and assign a pointvalue to each item.

It must be a test that everybody has to pass.

When people call to see whether they were

considered, or ask why they didnt get aninterview, you have a defensible answer forthem.


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Conducting the Interview

Five criteria for today's objective interviews:

1. Structured interviews

2. Based on job requirements

3. Ask the same questions (stems) to each

candidate

4. Combine competency based questions,

behavioral type questions, and criticalincidents

5. Take notes


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Conducting the Interview

What were the things that went wrong ininterviews you have participated in?

Have you ever left a job interview thinking

you didnt want to work for a particularorganization?

What are some problems we encounterduring the interview?

* Leniency/Stringency* Halo/Horn Effect

* Stereotyping


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Behavioral based interviews 1

A behavioral based interview is a structuredinterview that is created after a thoroughanalysis of the job skills needed for asuccessful job performance.

The competencies are then selected thatdefine the knowledge, skills, and abilitieswhich must be assessed during the interviewprocess.

There are some real pluses to using

behavioral based type interviews:1. Reliable indicator of future performance

2. Candidates feel they have had acomprehensive interview


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It is based on the premise that a

candidates past performance is the best

predictor of future performance. Rather

than the typical interview questions on

your background and experience, you will

need to be prepared to provide detailed

responses including specific examples ofyour work experiences.


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The behavioral interviewing tools will

ensure that the selection process is:

1. Objective2. Consistent and transparent

3. Based on the competencies and

proficiency level of the job4. A good predictor of performance


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Competency Based Questions

The purpose of situational interview

questions is to identify job candidates

work-related behavioral intentions bypresenting them with a series of incidents

which might occur on the job, and for each

one asking, W

hat would you do in thissituation?


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Critical Incident Technique1

The Critical Incident Technique (CIT) is a setof procedures used for collecting directobservations of human behavior that have

critical significance and meet methodicallydefined criteria.

CIT is used as an interview technique, where theinformants are encouraged to talk about unusualorganizational incidents instead of answeringdirect questions. Using CIT deemphasizes theinclusion of general opinions about managementand working procedures, instead focusing onspecific incidents.


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Critical Incident Technique 2

Advantages Flexible method that can be used to improve multi-user

systems.

Data is collected from the respondent's perspective and inhis or her own words.

Does not force the respondents into any given framework.

Identifies even rare events that might be missed by othermethods which only focus on common and everydayevents.

Inexpensive and provides rich information. Emphasizes the features that will make a system

particularly vulnerable and can bring major benefits (e.g.safety).

Can be applied using questionnaires or interviews.


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Critical Incident Technique 3

Disadvantages The Critical Incident Technique will rely on

events being remembered by users and will alsorequire the accurate and truthful reporting ofthem. Since CIT often rely on memory, incidentsmay be imprecise or unreported.

The method has a built-in bias towards incidentsthat happened recently, since these are easierto recall.

Respondents may not be accustomed to orwilling to take the time to tell (or write) acomplete story when describing a criticalincident.


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Interviewing skills for interviewee

IntroductionA job interview can be an extremelystressful social encounter. All interviewsmay appear similar, but they differ in terms

of what the interviewer is seeking and theskill level the interviewer brings to theprocess. Situations may differ, but thereare certain skills that will increase the odds

of a successful interview or at least reducesome of the stress


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PreparationPrepare for the interview as soon as it isscheduled. Immediately place yourself orsomeone who is better suited into the role of the

interviewer. Make a list of questions you wouldask if you were the interviewer. Recall questionsyou have been asked in similar job interviews.There are certain topics that you know will comeup, such as your job history, education, goals and

your positive and negative qualities. Conduct anentire interview with yourself no matter howridiculous it seems.


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AttireDress appropriately. If you are unsurewhether the company dress code is casualor demands strict business attire, play it

safe by wearing formal business clothing.You must also appear comfortable inbusiness attire. To accomplish this, wearthese clothes as often as possible before

the interview. This is especially useful ifyou've only worn suits to weddings andfunerals


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Exude ConfidenceOne of the quickest ways to kill an interview is toappear frightened or unsure of yourself. Youscored the interview, so there must be something

about you that makes the company confident thatyou are up to the job. Make sure that confidenceis not lost. Maintain eye contact with theinterviewer. Think before you speak so you don't

stumble over words. Sit up straight and resist theurge to fidget, scratch, run your fingers throughyour hair or engage in any other body languagethat suggests you are not totally in control of

yourself.


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ConverseThe typical job interview is constructed in theform of question followed by answer. Don't allowthe interview to become a game of verbal ping-

pong. Elaborate on your answers and ask yourown follow-up questions. Turn the interview intoa conversation between equals. This allows youto express your interest in the position, to let

some of your personality come through and toillustrate your people skills. It also makes theinterview less daunting.


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HonestyYou may have heard that everybody fudges a

little during interviews--and that interviewers

expect it.T

his is simply not true. Resist anytemptation to lie about yourself, your education,

your experience or your qualifications because

chances are those lies will catch up to you.

Even if your dishonesty isn't caught during thehiring process, it will probably come out later. It

is easier to remember the truth, so stick to it.


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ResearchArriving at a job interview with a strong

knowledge of the company for whom you'd

like to work instills several qualities that willimpress the interviewer. You will able to speak

intelligently about the company's operations,

you will demonstrate that you are serious

about your career and you will illustrate your

initiative.


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Surprises

You never know what is going to be askedduring an interview, and some interviewerslike to toss in wild cards just to see how youreact. If you don't know the answer, admit it.As long as you retain your poise, you've done

the job. Don't try to overtalk your way out oftough or tricky question. Address it to the bestof your ability and move on.

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