effective interviewing skills
Post on 03-Mar-2017
12 Views
Preview:
TRANSCRIPT
EFFECTIVE INTERVIEWING
(Phase I)
THE RECRUITMENT LANDSCAPE
Some Global Trends….• It’s the age of Employer Branding!
• Best in class employers prioritize internal hiring and support employees who want to move within.
• The highest-performing companies are now pushing more and more responsibility onto the shoulders of hiring managers (training them how to interview) and letting recruiters focus on high-powered sourcing and initial screening. The more “assessment” we push to hiring managers the better.
83% people believe that Employer Brand has a significant impact on ability to hire great talent!• Proactive Sourcing• Pipelining talent
proactively• Structured internal
hiring process and supporting culture
• Investment in employer branding strategy
• Workforce planningRecruiters need to manage the candidate experience!
LinkedIn, Fortune Magazine
(Phase I)
TRAINING AGENDA & OBJECTIVES
What are we going to do?• Day 1• What is an interview and what
can it help us achieve• Different types of interviews
and which one is better• How to prepare for interviews• Analyzing JDs, CVs• Using the right questions• Understanding non verbal signs• How to conduct interviews• Rapport building• Observation skills• Active listening• Dealing with Deception
• Day 2• How to make interviews more
effective• Using the STAR approach• Working with competencies and
behaviorally anchored scales• Handling biases
(Phase II)
INTERVIEWING LANDSCAPE
Interviewing Process
Interview Phase
Pre-Interview Phase
Post-Interview Phase
Interviewer gathers knowledge about the job, CV of applicant
Interviewer establishes pre-interview evaluation of the applicant (Knowledge, Skills, Abilities)
Interviewer identifies areas for further probing
Interviewer conducts the interview Applicant’s
BehaviorInterviewer processes the data from the interview
Interviewer post interview analysis of candidates Knowledge, Skills & Abilities
Interviewer final evaluation of candidates Knowledge, Skills & Abilities
Definition & Characteristics of an ‘Interview’
“A professional conversation conducted with a specific purpose or goal in mind.”
• It is one of the tools for assessment (and selection for a job)
• It is a fact gathering exercise; collecting evidence• It is neither coaching nor mentoring, and nor an
interrogation• A job interview is a process that allows an
interviewer to assess (and to some extent predict) the future potential for success of a candidate (in a given organization at a given role)
Types of Job Interviews• Traditional• Asking questions like: ‘tell me about yourself?’; ‘What would you do in a
XYZ situation?’• The candidate can get away easily as there is no criteria to assess against
•Unstructured• Interviewer goes with the flow of the candidate, a casual conversation• There is no criteria to judge, no reliability but a lot of personal bias
• Behavioral• Asking questions that elicit specific behaviors that are important for the
job at hand• Past behavior is the best predictor of the future behavior: One can identify
how the candidate will act in a future scenario• Structured• Each candidate goes through the same sequence and questions, less
interviewer discretion• One can easily compare objectively one candidate with another or one
interviewer’s assessment with another
Conducting Interviews
Assuming that the main interview will last for 1 hour, the approximate times for each step of the interview could be:
• Introduction; Job Preview; Rapport building (20 minutes)
•Main Interview (60 minutes)
•Closing/Summarizing; Candidate Questions; Way forward (10 minutes)
Making Interviews Effective
• Focus on objectively defined success behaviors (i.e., competencies)
• Focus on ‘hard-to-learn’ attributes and ‘Hit-The-Ground-Running’ management/technical skills
• Use the 80/20 principle (focus on a few competencies demonstrated consistently over time)
• Ask open-ended questions, listen, encourage & probe (instead of talking & telling)
• Gather evidence about performance from real success stories (not hearsay or opinions)
• Determine what an applicant actually did to succeed (vs. what they think should be done!)
Code of Conduct
• Schedule Interviews in advance (give ample time for candidates and yourself)
• Communicate to the candidates (if there are changes, communicate accordingly)
• Stick to the schedule, be there on time• Set a minimum time, communicate accordingly• Refrain from asking personal questions• Ask questions that the candidate would know (don’t waste
time)• Exhibit objectivity, professionalism and fairness at all
times• Discourage use of cell phones• Choose an appropriate place for the interview (with
minimum interruptions)
(Phase III)
BUILDING INTERVIEWING COMPETENCIES
Building Interviewing Competencies
• Rapport Building• Asking the right questions• Active Listening• Observation Skills• Note Taking
Techniques for Active Listening
• Attacking• Being distracted or using
other body language that is non-attentive• Dismissing or making light of
someone’s statements• Interrupting while the other
person is talking• Lecturing, moralizing• Using ‘Yes….But’ statements
• Asking for more information• Making eye contact, leaning
toward the other person, giving full attention• Showing empathy, validating
the other person’s feelings• Staying silent until the other
person is finished speaking• Withholding judgment• Using ‘Yes….And’ statements
Communication Blockers Communication Enhancers
(Phase IV)
PREPARING FOR THE INTERVIEW
Position & Role Analysis
• An interviewer needs to spend time understanding the ‘Job’ (JD analysis)• Duties of the position• Compensation range• Location• Work schedules• Benefits
• Interviewer also needs to understand the ‘Success Criteria’ on the job (Competency Analysis)
Structured Interviews-Advantages• Bias is reduced because job relevant questions
are asked• Everyone is asked the same questions so
everyone gets the same opportunity to display their knowledge, skills and attitudes
• Pre-determined anchored rating scales are used to evaluate answers to interview questions. This reduces disagreements among interviewers and increases accuracy of judgments
• Structured interviews allow managers to take part in the selection process in a role with which they are familiar.
The STAR Approach
Situation
Present a recent
challenge and situation in which you
found yourself.
TaskWhat did you
have to achieve?
ActionWhat did you
do?
ResultsWhat was
the outcome of your actions?
What did you achieve
through your actions
The STAR Approach- Sample TemplateCustomer Focus:Responds to internal/external customer needs in a manner that provides added value and generates customer satisfaction
Overall Rating: (1-5)
Planned Behavioral Questions: Tell me about a situation when you had to
prioritize the needs of a particular person or group?
How did you assess the needs of this customer? Describe a situation when you were involved
when a product or service did not match someone’s needs?
Describe a situation when your knowledge and expertise of a product or service was key to helping someone?
Have you been involved in a situation that made a customer feel very satisfied?
Behaviors:• Demonstrates a
sense of urgency when responding to market/customer needs
• Ensures that customer requirements are incorporated into day to day tasks and activities
• Develops tactics and strategies to anticipate and respond to customer’s key needs
Situation Task(enter description of the
situation/task below)
Actions Observed(enter specific observable
behaviors/actions related to situation)
Results/Impact(outline key impacts related to situation
below)
Thank you!
top related