effective interviewing techniques
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INTRODUCTION & ICE BREAKER
INTRODUCTION & ICE BREAKER
Your name; Your current
knowledge and experience in interviewing;
What do you hope to achieve from this workshop?
DR. BALAKRISHNAN MUNIAPAN
Born and received early education in Sg Petani, Kedah.
Holds BEcons (UKM), MSc (HRM) (Portsmouth, UK)CIWT,(ACAP, AUST), DBA (Philippines).
Brings over 18 years of experience from various fields suchas, manufacturing management, corporate training,consultancy and education.
Presented papers at seminars & international conferences inseveral countries in Asia, Australia, Africa & Europe.
Currently based in Kuching, Sarawak with an Australianbranch campus university involved in teaching & research inHRM. Facilitates international DBA/MBA programs in OB& HRM in Vietnam & Philippines.
WORKSHOP OUTCOME
Analyze CVs and application forms for greaterunderstanding of the candidate;
Gain the personal skills necessary to conduct interviewseffectively;
Design appropriate questions for interview;
Be aware of the strengths and weaknesses of interviews asa selection process;
Use basic procedures and protocol before, during and afterinterview; and
Use the appropriate criteria and select suitable employees.
WORKSHOP METHODOLOGY
Short lectures, exercises, role plays, groupdiscussions & presentations, and case studiesapproach will be used to enhance your learningexperience.
You are encouraged to discuss, contribute & sharefrom your own knowledge & experience on issuesrelated to selection and interviewing.
Research in adult learning shows that a deeper levelof learning occurs when there is active participationon the part of the participants.
GROUND RULES FOR LEARNING
Active listening (not just hearing)
Appreciate others viewpoint (diversity)
Off your mobile or in silent mode
Have fun as you LEARN
Effective interviewing techniques is critical to hire the right person for the
right job to achieve your organizationalVISION & MISSION.
Howard Schultz, Founder of Starbucks
The mission statement is “not a trophy that decorates office walls, but an
organic body of beliefs and a foundation of guiding principles we
hold in common.”
Vision & Mission Statement
ACTIVITY 1 - ASSESSMENT
ACTIVITY 2 – ROLE PLAY
INTERVIEW EXPERIENCE
What is the best & worst experience that you have had as an interviewer
What made these experiences – best/worst?
What would have prevented the worst & improved the best experience?
MODULE 1: PRE-INTERVIEW STAGE
Recruitment is the process of generating a pool of capable people to apply for employment to an organization.
Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job.
RECRUITMENT & SELECTION
RECRUITMENT & SELECTION
Most Hiring Managers make their selection decision within the first 5 minutes of the interview. Source: Harvard Study
More than 75 % of turnover can be traced back to poor interviewing and hiring practices. Source: Harvard Study
If an untrained interviewer uses an unstructured interview format, then the probability of hiring the best applicant is less than 15 %. Source: Michigan State University
IMPORTANCE OF SELECION
Organizational Performance
Legal Obligations
(Unfair Dismissal)
The Importance of Selecting the Right
Employees
Costs of Recruiting and
Hiring
SELECTION PROCESS
Job Analysis The process of identifying basic task and skill
requirements for a specific job by studying superiorperformers.
Job Description A concise document that outlines the role expectations
and skill requirements for a specific job.
Job Specification The knowledge, skills, and abilities required for the job
incumbent.
SELECTION TOOLS
Application forms, CV analysis Tests - General Ability, IQ, EQ, SQ, etc. Work Samples Personality questionnaires Reference Checks Handwriting Analysis etc. Astrology, Numerology, Face reading, etc Demonstration or presentation INTERVIEWS plus some of the above tools.
CV ANALYSIS
Start with the JOB DESCRIPTION & JOBSPECIFICATION
Know the ESSENTIAL & DESIRABLE jobcriteria's
Experiences – Where, When, What, Duration,Achievements?
Review the CVs against the criteria (Essential &Desirable)
Check the QUALIFICATIONS (VERYIMPORTANT)
Facts of the Case
The Claimant (CL) had misled his employer on hisprofessional qualification when applying for employmentwith the latter. Upon discovery of this fraud some nineyears later, the company, invoked the condition in CL’sdeclaration form and summarily dismissed CL from hisposition as Head of Internal Audit Department. CLchallenged his dismissal being without just cause orexcuse.
MISREPRESENTATION ON QUALIFICATION
MISREPRESENTATION ON QUALIFICATION
Held By the Court
CL had stated in his application form that he hadobtained the ICMA qualification. Further, he had alsosigned the declaration form that stated that he wasliable to summary dismissal if any of the informationcontained in his application form was found to beuntrue. CL could not tender any proof that he actuallyhad the ICMA qualification in question. CL had thusmisled the company about his professionalqualifications and was therefore properly and justifiablydismissed - Mohamed Noordin Mohamed v. MalaysiaInternational Shipping Corporation Bhd [2006] 1 ILR 57.
MISREPRESENTATION ON QUALIFICATION (COMMENTS)
What saved the company was the declaration by CL in hisApplication Form which stated “I hereby certify that theparticulars furnished by me are true and accurate in everydetail. If employed, in the event of a discovery of anymisrepresentation of acts, willful or otherwise I will besubjected to summary dismissal.”
One wonders after nine years working in the company and apromotion to the head of department whether qualificationis a matter for consideration or the employee’s workperformance. Obviously, what mattered here was the“questionable” integrity of the employee which resulted inhis dismissal.
PRELIMINARY INTERVIEW (TELEPHONE)
Use phone interviews as a way to quickly assess a pool ofapplicants and identify applicants to pursue further.
Prepare before making the call. Review the applicant's CVand know the ESSENTIAL & DESIRABLE criteria’s.
Have the applicant's CV in front to clarify information andto refer to his or her experience as needed.
Communicate clearly about the position and what it willentail.
Assess the applicant's skills and experience and get a feel onhow these will translate into work environment.
Find out how serious the applicant is to know if it is worthproceeding to a future interview.
EMPLOYMENT TEST
Physical (BQ)
Spirit(SQ)
Intellectual(IQ)
Emotion(EQ)
What Tests Measure
WORK SAMPLES & DEMONSTRATIONS
Work Samples
DemoLeadership Assessment
Situational Testing
Measuring Work Performance Directly
BACKGROUND INVESTIGATION
Former Employers
Current Supervisors
Written References
Social Networking Sites
Google SearchSources of Information
BACKGROUND INVESTIGATION
1. Include on the application form a statementfor applicants to sign explicitly authorizinga background check.
2. Use telephone references if possible and bepersistent in obtaining information.
3. Ask open-ended questions to elicit moreinformation from references.
ONLINE BACKGROUND INVESTIGATION
LIMITATIONS OF BACKGROUND INVESTIGATION
Background Investigations
Supervisor Reluctance
Employer Guidelines
Ethical Issues: Privacy
Legal Issues: Defamation
INTERVIEWING
An interview is a procedure designed toobtain information from a person throughoral responses to oral inquiries
A selection interview is a selectionprocedure designed to predict future jobperformance on the basis of applicants’ oralresponses to oral inquiries
TYPES OF INTERVIEWS
Selection Interview
Appraisal Interview
Exit Interview
Types of Interviews
INTERVIEW FORMATS
Unstructured or Nondirective
Interview
Interview Formats
Structured or
Directive Interview
INTERVIEW FORMATS
Structured Interview : directive interview following a set of sequence of questions
Non-structured Interview: non-directive ask questions as they come to mind
INTERVIEW CONTENT
Situational Interview
Stress Interview
Behavioral Interview
Job-Related Interview
Types of Questions
Situational Interview: questions focus on theindividual’s ability to project what his/herbehavior would be in a given situation.
Behavioral interview: ask questions to describehow they reacted to actual situation in the past.
Stress Interview: in which applicant is madeuncomfortable by a series of rude questions.
INTERVIEW CONTENT
MODULE 2: THE INTERVIEW STAGE
An interview is a “presentation of self” for the interviewer, the interviewee, and the organization.
INTERVIEW
INTERVIEW
Interview is a selection procedure designed to predict future job performance on the
basis of an applicant’s responses
to oral inquiries
What are the steps and factors necessary to conduct an effective
interview?
INTERVIEWING CHALLENGE
OUTCOMES OF POOR INTERVIEWING
Bad image Bad job fit and
eventual firing (legal cost) Compounding turnover Loss of productivity Lowering morale Costs to recruit again Costs to train
CASE STUDY Ali was feeling pleased with himself as he had been
called to attend an interview for the vacant post ofMarket Research officer in ABC Sdn Bhd. He hadput on his new white shirt and colorful tie which hehad bought especially for the interview. Accordingto the company’s letter, his interview was to start at10.00 am but when he arrived at 9.45 am, he foundthere were 10 other candidates waiting to beinterviewed. The receptionist told him to take a seatand apologized for the delay. His interview was nowscheduled for 12.00 noon.
CASE STUDY (CONT’D)
At 12.15pm, he was called into the interview room where hefound himself faced by there stern-looking interviewers. Theman in the middle said, “Are you Ali bin Bakar?” Aliconfirmed his information. There was some confusion whilethe other two interviewers looked through some papers,exchanged files and whispered together. Ali stood patiently.Eventually, the man on the right said, “Don’t you want to sitdown? We can’t interview you while you’re standing, youknow!” Ali immediately sat on the seat facing the interviewpanel and said, “I would like to thank you for calling me forthis interview. I would be pleased to explain why I think Ican contribute to your organization as a Marketing Officer.”
CASE STUDY (CONT’D) Upon which, one of the interviewers said, “Young
man, just answer our question, please. Why are youwearing such a colorful tie? Don’t you think it isimportant to dress conservatively in the office?” BeforeAli had a chance to respond, the interviewer seated inthe middle asked, “What do you think of ourcompany’s product?”Ali’s heart sank. This was notwhat he had expected at all. He began to regret havingapplied to this company for a job.
Identify the mistakes made by the interviewers in thecase and how might the interview process be donemore professionally?
LESSONS ------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
EFFECTIVE INTERVIEW
1
2
3
4
5
Suggestions:
Prepare for the Interview
Structure Your Interview
Establish Rapport
Ask Questions
Close the Interview
6 Review the Interview
EFFECTIVE INTERVIEW
Structure the Interview:
1. Base questions on actual job duties.
2. Use job knowledge, situational or behavioral questions,and objective criteria to evaluate interviewee’sresponses.
3. Use descriptive rating scales (excellent, fair, poor) torate answers.
4. Use multiple interviewers or panel interviews.
5. If possible, use a standardized interview form.
6. Take control of the interview.
INTERVIEW STRUCTURE
1. Job interest2. Current work status3. Work experience4. Educational
background5. Self assessment
STRUCTURED INTERVIEW
All candidates go through the same interview process (i.e., same opportunity to perform)
Same questions
Same process (e.g., time, interviewers)
Same evaluation criteria
MAJOR BENEFITS
1. Increased interviewer comfort
2. Improved documentation
3. Viewed as professional
4. Reduced likelihood of litigation
5. Improved job performance
STRUCTURED INTERVIEW
NUMBER OF INTERVIEWERS
Single Interviewer
Panel Interview
Sequential Interviews
PANEL INTERVIEW - TIPS
3-5 Interviewers
Knowledgeable about target job
Well prepared
Be diverse
Welcome the candidate, introduceyourself, the panels and the positions
Provide the candidate with an overviewof how the process will be conducted
Don’t spend a lot of time
“warming the candidate up”
OPENING THE INTERVIEW
1. Tell me a little about yourself.2. What is your greatest strength?3. What is your greatest weakness?4. Where do you want to be in 5
years?
TOP FOUR WARMING UP QUESTIONS
Estimate 5 minutes per question
20 minutes for other activities
NUMBER OF QUESTIONS
Interview Length
40 minutes
60 minutes
90 minutes
120 minutes
Questioning Time
20 minutes
40 minutes
70 minutes
100 minutes
Number of Questions
4 or 5 questions
8 or 9 questions
14-15 questions
20-22 questions
EXAMPLES OF QUESTIONS
Note: These questions provide structure, insofar as they are job-related and the employer can be consistent in asking them of all candidates.
Situational Questions
1. Suppose a co-worker was not following standard work procedures. The co-worker Is more experienced than you and claimed the new procedure was better. What would you do?
2. Suppose you were giving a sales presentation and a difficult technical question arose that you could not answer. What would you do?
Past Behavior Questions
3. Based on your past work experience, what is the most significant action you have ever taken to help out a co-worker?
4. Can you provide an example of a specific instance where you developed a sales presentation that was highly effective?
Background Questions
5. What work experiences, training, do you have for working in a teamwork environment?
6. What experience have you had with direct point-of-purchase sales?
Job Knowledge Questions
7. What steps would you follow to do a brainstorming session with a group of employees on safety?
8. What factors should you consider when developing a television advertising campaign?
SAMPLE QUESTIONS
1. How did you choose this line of work?2. What did you enjoy most and what did you like least about your last job?3. What has been your greatest frustration or disappointment on your present job? Why?4. What were the circumstances surrounding your leaving your last job?5. Why should we be hiring you?6. What do you expect from this employer?7. What are three things you will not do in your next job?8. What would your last supervisor say your three weaknesses are?9. What are your major strengths?10. How can your supervisor best help you obtain your goals?11. How did your supervisor rate your job performance?12. What are your career goals during the next 1–3 years? 5–10 years?13. How will working for this company help you reach those goals?14. What did you do the last time you received instructions with which you disagreed?15. What are some things about which you and your supervisor disagreed? What did you do?16. Which do you prefer, working alone or working with groups?17. What motivated you to do better at your last job?18. Do you consider your progress in that job representative of your ability? Why?19. Do you have any questions about the duties of the job for which you have applied?20. Can you perform the essential functions of the job for which you have applied?
What happens between the interviewee tends to have a greater influence on the interview dominates the interview session?
INTERVIEWER & INTERVIEWEE
PROBLEMATIC CANDIDATES
Profile of a Problematic Candidate
May not answer questions accurately May want to talk all the time May contradict your views May be argumentative May have strong views on a number of things May use rude language and disrespectful May not keep eye-contact May like to show off connections
BEHAVIORAL INTERVIEW Based on the principle that critical behaviors
contribute to job success
These critical behaviors can be broken down intothree components: descriptions of tasks; actionstaken; results or outcomes
In Behavioral Interview (BI), the candidate can bedirected to describe specific situations in past jobsthat demonstrate these key behaviors
The interviewer can assess the success of thosekey behaviors and how they match to the job
BEHAVIORAL INTERVIEW
Shooting for the STAR
S = Situation T = Task
A = Action R = Results
BEHAVIORAL INTERVIEWSTAR
S - Describe the situation you were inT - Describe the task for which you
were responsibleA - Describe the specific action you
tookR - Describe the results of your actions
SAMPLE BI QUESTIONS
Describe a situation in which you were ableto use persuasion to successfully convincesomeone to see things your way.
Give me a specific example of a time whenyou used good judgment and logic insolving a problem.
Give me an example of a time when you seta goal and were able to meet/achieve/exceed it.
THE BEST USE OF BI
When looking for specific behaviors tied to KSAs
When the interviewers have time and resources to develop good behavioral questions based on job and organizational analysis
http://www.youtube.com/watch?v=lI16yjQ_K50&NR=1
BI ON EXCELLENT SERVICEHere are Sample Questions
1. How do you know if your customers are satisfied?Please give a specific example.
2. Please describe a situation when you didn’t haveenough time to completely satisfy a particularcustomer. How did you handle the situation?
3. How have you handled a difficult customerinteraction? [dissatisfied/angry customer]
4. What do you think your customers would sayabout your work?
PRACTICAL ACTIVITY
MODULE 3: EFFECTIVE LISTENING
Listening implies a choice. You must
choose to participate in the process of listening.
EFFECTIVE LISTENING
Control the Environment
Be Alert
Be Mentally Prepared
Be Emotionally Prepared Provide feedback
EFFECTIVE LISTENING
Analyzing key pointsLooking for unspoken messagesKeeping an open mindAsking questions that clarifyReserving judgmentTaking meaningful notes
BODY LANGUAGE
Positive Signals
Leaning forward = interest Smiling = friendly Nodding = attentive and
alert Eye contact = curious and
focused
Negative Signals
Crossed arms = defensive Tapping feet = nervous or
bored Lack of eye contact =
untrustworthy Leaning back= discomfort
Ask the candidate if they have any final questions
Determine interest in continuing the process
Inform the candidate of “next steps” in the process
Thank the candidate DO NOT MAKE ANY PROMISES
CLOSING THE INTERVIEW
INTERVIEWING DON’T’S!!
Stereotyping
Inconsistency in questioning
Snap judgment
Halo/horn effect
Nonverbal bias
Projections
Contrast effect
Recency effects
ACTIVITY 3 – ROLE PLAY
MODULE 4: POST INTERVIEW DECISION
RATING/RANKING
Points to consider about applicant:
Arrived on time Was appropriately dressed, well groomed, neat, etc. Had effective communication skills … was articulate Maintained effective eye contact, posture, body language, etc. Used effective active listening skills Asked reasonable and applicable questions Answered questions completely … answers adequately
described applicable past work and life experiences
RATING/RANKING
Points to consider about applicant:
Answers focused on skills, knowledge and accomplishments whendescribing past work experiences
Seemed well informed about the industry, organization, business and theactual advertised job/position
Demonstrated how his/her background would contribute to the advertisedjob/position
Remarks about past managers, supervisors and colleagues were positive,neutral, or negative You will have to interpret these based as much on the former
employer/colleague as on the applicant – “there’s two sides or more toevery story”
RATING/RANKING
Points to consider about applicant:
Past work style compares favorably to the advertisedjob/position (e.g., works well in teams; can workindependently; creativity; customer service; etc.)
Past work history is logical and typical Career moves Promotions Reasons for leaving past employers
Has experienced logical salary and responsibility progressions
RATING/RANKING
Points to consider about applicant:
Salary history, if volunteered by applicant, is typical of industry norms forpositions he/she held (e.g. from salary.com, salaryexpert.com,monster.com, datamasters.com, local wage reviews, etc.)
Provided objective references, if requested for background and referencechecks
Seemed genuinely enthused and interested in the advertised job/position Is available now or within acceptable timeframe Needs to give current employer reasonable notice
RATING/RANKING
INTERVIEW WORKSHEET
INTERVIEW ELEMENTSPECIFIC INTERVIEW QUESTIONS RATING VALUES: WEIGHTING
(X) Total NOTES:
1.5 4 3 2 1 N
A x
2.5 4 3 2 1 N
A x
3.5 4 3 2 1 N
A x
4.5 4 3 2 1 N
A x
5.5 4 3 2 1 N
A x
Additional notes/comments:
POST-INTERVIEW
Tabulate rating/ranking scores
Discuss interviews
Select “best qualified”
Document choices / recommendations
Communicate top choice(s) to the hiringofficial
Give documentation to HR representative
SELECT WISELY
Matching process Outcome is best fit to: organizational values job objectives job specifications competencies proven record of performance
LOOK FOR THE ABILITY TO….
Cooperate and negotiate
Handle range of tasks
Respond to changes in direction and priorities
Accept new challenges, responsibilities, assignments & ideas
CASE STUDY
CASE STUDY Ali began his first day at ABC Sdn Bhd with some
trepidation. It was such a huge place. He had reported to theAdministration office which was positioned conveniently atthe main door. One of the officers there had taken down hispersonal particulars and sent him straight to the MarketResearch Department where he was to be employed as aTrainee Officer. When he got there the Head of Departmentwas on leave and the office was almost deserted as a majorsurvey was being carried out by the staff which had requiredthem all to go outstation. Ali was shown to a desk whichobviously belonged to another officer and told to read somemagazines and brochures until the Head of Departmentcame to brief him.
CASE STUDY (CONT’D)
The next morning the manager arrived very early and wassurprised to find Ali already at his desk. She was a bitshocked because Ali’s clothing looked crumpled andsomehow he did not seem smart as he had been during theinterview. She walked over to Ali and said, “Good morning.I am Margaret, the Head of Market Research. You’re herevery early.’ Ali looked sleepy and replied, ‘Actually, I ‘m notreally early, I slept here in the office last night.’ Margaret wasastounded. ‘Why did you do that?” Ali admitted hisproblem. ‘Last night I couldn’t find the exit. All the doors ledto other offices or cupboards so in the end I had no choice. Islept on the floor!’
LESSONS ------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
WORKSHOP OUTCOME
Analyze CVs and application forms for greaterunderstanding of the candidate;
Gain the personal skills necessary to conduct interviewseffectively;
Design appropriate questions for interview;
Be aware of the strengths and weaknesses of interviews as aselection process;
Use basic procedures and protocol before, during and afterinterview; and
Use the appropriate criteria and select suitable employees.
