Hiring Manager TrainingRecruitment made EasyBrilliant people hire brilliant people

House Keeping

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Today's training is approx half a day split into 2 parts with scheduled breaks.

- Please close your laptops- Please don’t use your Blackberry

Thank You!

Content

• Module 2

• Pre- Selection

1. Partner With TA & Build a Hiring Plan

• Selection

• 2. Interview panel

• 3. Interview preparation

• 4. Interview structure

• 5. Interview techniques (Competency based interviews, STAR method and Do’s and Don'ts)

• 5.1 Exercise on Competency Interview & Role Play Interview Practice

• 6. Evaluation form

• 7. Legal pitfalls

• 8. Q&A

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Step 1 – Pre-selection

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1 Pre-

selection

Preparation is everything

Build your plan

"By failing to prepare you are preparing to fail.“

Benjamin Franklin

The Job:

• Job description

• Key competencies required

• Selling points of the role

• Candidate requirements

• Confirmation of: level cost centre, region code, compensation plan

The Process:

• Solidify process and timelines

• Create hiring team

• Testing or presentations required

• Create competency questions

The Candidates:

• Referrals and programme

• Discuss possible internal candidates

• Candidate pool/database

• TA sourcing and cold calling

• Team sourcing and networking

• Where to post

Pre-selection: The Job

1. Partner with TA to build the plan

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Pre-selection: The process

1. Finding the candidates

Yahoo! use a direct hiring model:

• Employee referrals: the best people come from referrals

• Internal employees: leverage our own talent!• Networking within the team: who do you know? Who

does your team know? Add TA to your LinkedIn• TA sourcing: searching our database, professional

networking• Yahoo! career portal – all roles posted here• Job boards: general – Monster, LinkedIn etc & local

boards assessed per role• Target companies: headhunt from key companies• Agencies: during consultation, it may be determined

that an agency is necessary. This is our last resort for hiring and only our Preferred Supplier List will be engaged. Any liaison with an agency MUST go through TA

Toolkit

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Step 2 – Selection

“You never get a second chance to make a first

impression.“Unknown

2 Selection

Prepare for your interviews

Yahoo! Interview training

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What’s the purpose of the interview?

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Purpose of the interview…

Generate information about candidates prior performance

and skills to enable the selection of the best person for

the job

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2. Interview Panel

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• Your team's preparation will directly affect the quality of information you gain and the impression left with the candidate.

• Carefully chose an interview team that will stay intact throughout the entire interview process so you can compare candidates with a consistent baseline.

• Assign each member one or two interview topics based on the qualifications and experience defined in the Job Description.

• Make sure the team collectively gains essential information while avoiding duplication of questions.

• Identify your interview team members. Depending on the type and level of the position, your team may include any of the following types of interviewers from the interview grids for internal and external candidate on the following pages.

2. Interview Panel - Who interviews at each level – External Interviews

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JobLevel

No. ofInterviews

Screening

1st Round 2nd Round

1-2 TA Hiring Manager Optional - HM

2- 3 TA Hiring Manager & Additional Manager (for IC4 & above TA /HRC)

Cross- function Manager & Additional Manager (for IC4& above: HR)

3-4 TA Hiring Manager & HRC and / or another Manager.

HRBP and X-function Manager

Referring to chapter concerning Director recruiting process

Referring to chapter concerning Director recruiting process

2. Interview Panel - Who interviews at each level – Internal Interviews

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Criteria for Internal Transfers:

• Candidates are expected to have a minimum 12 months experience in Yahoo!

• Focal must be met for the previous 2 assessments

• Employee must inform current manager of interest in transfer prior to application.

• Current hiring manager and new hiring manager will agree the transfer date

Job Level No. ofInterviews

Screening

1st Round

2 TA Hiring Manager

2 TA Hiring Manager & Additional Manager (M positions will require HR interview

3-4 TA Hiring Manager & HRC/HRBP

Referring to chapter concerning Director recruitingprocess

2. Interview Panel – Who asks what?

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Interviewer Topics of focus

Talent Acquisition Tenure, compensation, basic skill requirements, reasons for leaving? why Yahoo!, competing opportunities, basic history of success in similar/same role

Hiring Manager Technical skills (engineering or sales), problem-solving, customer fixation, online knowledge/expertise, history of work success, commercial & business acumen, systems knowledge

Manager (cross functional)

Teamwork, ability to collaborate with multiple groups to get the job done, conflict resolution, resourcefulness

HRM: level 4 ≤HRBP: ≥ level 4

Culture, integrity, commitment level, people skills, business acumen, leadership skills

VP Leadership, history of meeting and exceeding goals, innovation, ability to evolve a team, resource planning, strategic & business development, budgetary management

3. Interview Preparation- Checklist

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Ensure room is booked and available Be familiar with CV, cover letter & job specification Ensure you bring a print of: • CV• Job Description

Formulate the questions you will ask during the interview and the order in which you will ask them

Be punctual! Offer water/drink, point out fire exits and try to make

the candidate comfortable Take interview notes (The notes you take during the

interview can be requested by the candidate afterwards)

4. Interview Structure – Step 1.+2.

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1 hour interview

Interview Timeline Interviewer’s Role

1. Introduction & Warm-Up5 minutes

•Introduce yourself with a smile, and make sure the candidate is comfortable (water, seating, restroom breaks)•Describe the interview structure (Duration, Technical & Behavioral Q’s & Note will be taken)•Provide context about yourself, including your role and a bit ofinformation about your history at Yahoo! Your enthusiasm for yourjob and the company is essential to selling the candidate on the opportunity.•Give a brief description of the role & the current team (Location, Size & Enviroment)

Transition example to next stage:

“Let me explain the interview format. I’ll begin with questions related to your experience and skills, and I’ll be looking for specific answers and examples. We’ll explore your capabilities as they relate to this role, and I’ll be happy to answer your questions. Is there anything I can clarify before we begin?

2. Ask questions30 – 40 minutes

•Ask specific questions related to your assigned focus area:- Probe technical/functional responsibilities on resume- Ask for concrete examples of success and how results were achieved

•Find ways for candidate to demonstrate technical or functional skills, thinking ability, problem-solving approach, creativity, sales techniques•Encourage candidate to describe style, values, motivation, teamplayer skills, leadership skills, etc., as appropriate for your assigned focus area•Probe for areas and issues candidate finds challenging or is working on developing•Let the candidate talk, a good practise would be the candidate doing 80% of the talking

4. Interview Structure – Step 3.+4.

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1 hour interviewInterview Timeline

Interviewer’s Role

3. Answer Questions & Sell the Opportunity10 minutes

•Qualified or not, the candidate should always have an opportunity to ask questions, and the interviewer should provide thoughtful answers•Present a realistic, positive picture of what it’s like to work at Y!•Sell the Y! opportunity at a level of intensity appropriate for the candidate

Transition example to next stage:

•“Very nice talking with you. Thank you again for your time and interest in Y!”

4. Wrap-Up/Set expectations5 minutes

•Thank the candidate for their time and interest•Make sure the candidate is introduced to the next interviewer; never leave a candidate unattended•The last interviewer on the schedule should make sure the candidate understands the next step in the hiring process. Provide an indication of time frame for the decision process•If applicable the hiring manager can ask for a reference contact

5. Complete your interview notes20 minutes

• For best practices you should write up your interviews notes right after the interview, this will save time later on, but more importantly all the information will be fresh

5. Interview Techniques

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Competency Interviewing: the STAR system

SituationWhat was their exact roleBackgroundSelected or volunteered Organisation, size and shape of the teamFinancial data/budget.Desired result or outcome

TaskChronology of eventsPlanning for the task

Prioritization – what and how did they decide

Technical skills neededHow did they learn

Tools used to complete

ActionWho was involved Their particular roleWho did they influence,External help usedDecisions and approachProblems and compromise NB: look for ‘I’ not ‘we’

ResultOutcome

Learning from the example Any improvements or changes

they would make Enjoyed most/least Recognition (or not)

How would others describe their actions?

The STAR system

In Yahoo! we use the STAR method to assess on competency or skills based questions.

5. Competency Interviewing – Core Competencies

Competency based questions uncover real working life situations and should get:

• An example of what happened?• What was candidate’s role in the situation?• Who was involved?• How did the candidate act?• What was the result or outcome?

‘The best predictor for future performanceis past behaviour’

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5. Competency Interviewing – Core Competencies

What are Competencies?

Core Competencies are the key skills that an individual will require in order to be successful in a specific role.

These are sometimes referred to as ‘Soft Skills’ as opposed to the technical skills also required in many roles.

Some examples would be: Communication, Team Working, Analytical Thinking, Detail Orientation, Creativity and Initiative.

There are numerous competencies applicable to most roles but try to focus on the 4 or 5 priority competencies (otherwise interviews could last several days).

Identify which competencies to focus on by looking at the role profile in detail and from the available list, identify the key strength areas required.

These will vary from role to role; for example, a data entry type role will require excellent attention to detail, whereas a Sales role will require excellent communication skills and the ability to be persuasive.

Can anyone tell me a good competency?

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5. Competency Interviewing – Core Competencies

EXAMPLE CORE COMPETENCIES

Customer Skills Sales Skills Project Management Technical Competence Product Knowledge Thought Leadership Think Strategically Innovate People Leadership Engage & Inspire Promote Collaboration Build Talent Build Relationships Results Leadership Focus On Customers Lead Courageously Inspire Trust Adapt & Learn

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5. Competency Interviewing – Questioning

Questioning:

We look for evidence of these skills by asking situational questions of the candidates who should draw on past experience to demonstrate their competence in these areas.

We are not looking for hypothetical scenarios but real situations from any of the candidate’s previous roles.

These questions are typically phrased – “Tell me about a time when…” or “Give me an example of a situation where you…” rather than “what would you do…”

Let’s build a Competency based question to examine a candidate’s Analytical Thinking.

Any ideas?

We could have “Tell me about a situation in which you had to undertake some research in order to solve a problem”

Tell me about a role you have hired recently and what do you think some of the key competencies are and why?

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5.1 Competency Interviewing

Exercise

We are going to hand out a Job description to each of you…

1. In pairs or in group, assess the competencies required for the role

2. Prepare 4/5 questions which could be used to assess the above competencies

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5. Competency Interviewing

Did you get any of the following questions…1. Give me an example of when you provided a service to one of your stakeholders/ customers that

exceeded their expectations.

2. Tell me about a time when you successfully managed to resolve an issue for one of your stakeholders/ customers.

3. Tell me about a time when you successfully overcame an objection and closed a deal? What was the outcome?

4. Provide an example of an important strategic decision you were required to make recently. How did you go about it?

5. Give an example of when you had to work with someone who was difficult to get along with. How/why was this person difficult? How did you handle it? How did the relationship progress?

6. Tell me about a time when a colleague strongly disagreed with your views, ideas, or way of working? What kind of relationship can you develop with such a person?

7. What steps do you take to establish a rapport with others?

8. Give me an example where you demonstrated good communicational skills.

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5. Competency Interviewing – Core Competencies

Probing:

If you feel the answer given is somewhat incomplete, don’t be afraid to probe further.

If the candidate struggles to come up with a suitable example situation immediately, give them time, then give them some more time. They will come up with something.

If they say they can’t think of an example, tell them that we can come back to it later – but don’t forget to go back to that question later.

It is important to delve a little deeper and extract as much information as possible: So follow on question may include:

- Why was this necessary?- How did you incorporate this into your thought process?- What information sources did you use?- What resulted?

Remember the STAR. What was the problem? What was the task? What was their action? What was the end result?24

5. Competency Interviewing – Core Competencies

Evaluation: It is essential to document the key points of a candidate’s answers. It is not necessary to transcribe the entire conversation but to make notes that you can refer to

later that provide the evidence that the candidate has demonstrated competence in that skill. It is OK to make notes as the candidate is talking but probably best to avoid typing into a

laptop or PC. Be careful when candidates give answers that refer to ‘we’ rather than ‘I’.

o We all often work in teams but it is important to get an understanding of what that individual’s contribution was.

People who constantly talk about ‘we’ are less likely to have been responsible for those actions.

Score the candidate against each of the competencies that you explored. o A 1-5 scale is a common tool; 1 being ‘showed little or no evidence of competence’

through to 5 being ‘demonstrated in-depth evidence and strong examples of competence’.

Remember, we are looking for evidence of how an individual has dealt with specific situations in the past that should predict how they will behave in similar situations in the future.

Do we all understand the principals of competency interviewing and how to evaluate? Any Questions? 25

5. Interview TechniquesDo’s and Don'ts

DO…

• Ask short, simple and open questions

• Communicate with the candidate and maintain eye-contact

• Always listen to the candidate and concentrate on what they are saying

• Make notes, but without loosing your communication with the candidate

• Stay within the time allocated

DON’T…

• Interrupt constantly

• Criticise what the candidate says

• Assume what the candidate will answer

• Turn up late for the interview

• Ask for information already answered through the CV

• Use your blackberry, phone or laptop!

• Ask anything that isn't related to the role

And above all, know the legal implications and limitations covered!

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5. Competency Interviewing – Core CompetenciesInterview Practice

Role Play: 20 minutes Split into groups of three. Allocate roles of Interviewer, Candidate and Observer/Evaluator. Choose a competency that you want to investigate (the job is irrelevant). Interviewer to ask at least two questions with additional probing questions around

that capability. Candidate to respond (draw on own experience to keep it as real as possible). Observer/Evaluator to rate and score the candidate on their answers and also on

how the interviewer asked the questions and also probed. Swap roles so everyone gets a turn to interview, observe and be interviewed

Group discussion and questions

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7. Legal Pitfalls (To be reviewed by local TA lead in accordance

to local legislation)

Guidelines on fair and legal interviews

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Ensure you fully know and understand relevant Employment LawsRemember that ignorance is not a defence within the lawMake sure that you use objective, fair and measurable criteriaAvoid questions which are based on stereotyped views of people

and avoid personal questionsRelate all questions to the requirements of the jobKeep records of interviews which indicate why candidates were

rejected with relevant, comprehensive and objective detailsYour records should include those who were rejected before and

after an interview, and you should retain your handwritten records for at least nine months

Before you make up your mind that a candidate is unsuitable (or suitable), check that you are matching candidates to the selection criteria of the position rather than using any 'gut feel' instinct.

UNLIMITED damages can be applied where discrimination is proved!

7. Legal PitfallsKey legislation to be aware of

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Employment Equality Acts 1998 & 2004 Discrimination prohibited on 9 grounds:

1. Gender 2. Marital status 3. Family status 4. Sexual orientation 5. Religious Belief 6. Age …e.g. you can’t ask for ‘x years experience’ in a job

spec/advert!7. Disability 8. Race 9. Membership of the Traveler Community

Data Protection Acts 1988 – 2003 (relates to recruitment records)

Q & A