interview training presentation

Fundamentals of Great Interviewing

Talent at Technology Startups

Friday, April 19, 13

Judging People Sucks

Friday, April 19, 13People hate it, they suck at it, and they avoid it whenever possible.

“I sleep easy not knowing how I’ll make payroll... I can ask investors for millions of dollars, no problem… but, hiring people

terrifies me. It keeps me up at night.”

Interview Phobia

Friday, April 19, 13So people resort to tricks, convincing themselves that these will help them make good choices

Voodoo Interview Questions

Friday, April 19, 13Not only does Voodoo hiring not tell you anything about a candidate, answers can be faked


“What would you do if...”




“What type of animal are you?”





“How many marbles would fit into an Olympic-sized swimming pool...






in December...






in December...on the moon?”


Or Worse...

A bad, or non-existent, interview process

The “Buddy” interview – “She seems like a nice person…”

Talking more than listening

Rushing interviews because of scheduling conflicts

No criteria for scoring or comparing candidates


The Cost - Hiring Mistakes

Friday, April 19, 13I ran out of room...

Or Just as Bad

Friday, April 19, 13The Talent Walks... Nothing turns off a recruit like a bad interview process

A Conversation with a Purpose

It’s not about dumb vs. smart or good vs. bad

The goal is to understand

Patterns, motivations, choices, passions and abilities

And mistakes!


It’s About Fit


Your Best Recruiting Tool

Friday, April 19, 13Let the candidate look under the hood of your business.

Contents

Getting ReadyStructuring Effective InterviewsBehavioral InterviewingNon-discriminatory QuestionsNext Steps


Know What You’re Looking For


Understand Your Core Values


Understand Adaptive Excellence

“It is not the strongest of the species that

survives, nor the most intelligent that

survives. It is the one that is the most

adaptable to change.”

- Charles Darwin


Know Market Compensation


Create Job Spec and Scorecard

Be specific and prioritize desired skills

Understand trade-offs you’re willing to make

Years of experience = proxy for $$


Contents



Choose Format

Friday, April 19, 13- Panel or individual interviews- Who will focus on what qualities- What is the order?

Dedicate the Time

Friday, April 19, 13- 90 minutes minimum- Be on time- Be PRESENT - no phone or laptop

Stick to a Schedule

Introductions and Opening 10 minutes

Core Assessment 90 minutes

Candidate Questions 15 minutes

Closing and Next Steps 5 minutes

Friday, April 19, 13- Make them comfortable, break the ice- Talking less than 20% of the time- Take lots of notes- Never make promises- Explain the process- Be grateful

Be Consistent


Contents



Behavioral Interviewing

Past performance predicts future performance

It’s about pattern recognition

Actual, specific experience. Not hypothetical.

Requires lots of probing


TopGrading Interview

For each role over the last 10-15 years...

What were you hired to do?

What accomplishments are you most proud of?

What mistakes did you make, what do you most regret? What did you learn?

Talk about the people, specifics

Why did you leave that job/choose the next one?


Multi-Level Probing

Each answer will require probing

Ask the question

Understand the context - what are choices, which one was chosen and why?

What were the results or the outcome of that choice?

How did those results compare with Peers, Past, Plan

What did you learn, or better, do differently the next time based on those results?


Green Flags

Patterns of choices and behavior that demonstrate...

They are good at and enjoy the requirements of the job

They are self-aware and purposeful in their decisions

They are pulled, not pushed to the next opportunity

Experiences demonstrate behavior that matches core values

Have made mistakes (perhaps a lot) and show conscious learning


Red Flags

Patterns of choices and behavior that demonstrate...

Unimpressive or suspicious circumstances when changing jobs

Does not make conscious choices based on self-awareness or articulated principles or priorities

Demonstrates conflict with past colleagues or bosses like you

Mediocre achievement

Patterns reflect behaviors that don’t align with core values or requirements of the job


This is Really Hard

And it takes practice

Know when to probe - decision points

Call out patterns when you see them

String together dots and identify the line

Empathize, but get to the truth

Be willing to be uncomfortable


Contents



Non-Discriminatory Questions

It is important that you ask only questions that are legitimately job-related to avoid discrimination issues

Think about every question in these terms: “Is this question going to reveal information that is related to the job we are seeking to fill?”Describe the requirements of the job upfront and in the job description – travel, physical requirements, etc.

Do not ask questions of one candidate that you wouldn’t ask of all candidates

Asking candidates of a specific gender/race/etc. group questions that you wouldn’t ask another


Ask Questions the Right WayCategory Permissible (if relevant) Don’t Ask

Age If hired, can you provide proof that you are over 18? • Age/Date of birth• Date of graduation

Disability Are you able to perform the essential functions of this job with or without accommodation?

• Are you disabled?• Nature/severity?• Past medical problems? • Ever filed workers’ comp? • Smoker? • Alcoholic?

Military Experience

What education, training, experience obtained during military service would assist in performing this job?

• General military experience?• Type of discharge?• Type of training?

National Origin • Can you provide proof of your eligibility to work in the U.S.?• Can you speak English (if job related)?

• Are you a U.S. citizen?• Where were you born?• Nationality of family members?• Maiden name?

Race None • What is your race?

Religion None. Although you may ask if they can accommodate weekend work.

• What church do you attend?• What holidays do you observe?• Religious affiliation?

Sex None • What is your sex?

Family Status • Do you have any reason that you could not work the schedule assigned?

• Is there any reason you could not meet the travel requirements?

• Are you married?• How does your spouse feel about you traveling? • Do you have any children?


Contents



Next Steps

Actual interviews are only part of a good interviewing process

Reference checkBackground checkSell the opportunity!


Reference Checks

Reference checks are as important as the actual interviews

TopGrading questions provide for collecting names of former managers and colleagues. Sets candidate expectation that you will be contacting that person

Get at least two of each from the candidateDirect manager PeerDirect report/subordinate

Make calls before you’ve decided to make an offer

Allow for 45-60 minutes per call

Explain role and company thoroughly

Is candidate not willing to provide a thorough list?


Background Checks

Once you’ve decided to make an offer, do one last thing

Relatively inexpensive way to look for any wildcard issuesPoor credit rating, personal bankruptcyCriminal background, prior convictions, outstanding warrantsTypical cost from $75-150 per instance

A word on personality or survey-based assessments…

Not a replacement for a structured, behavioral interview processSometimes a useful, objective tool for validating candidatesThere are lots that address entrepreneurial leanings, none that select for entrepreneurial success*


Sell!

A+ entrepreneurs don’t want a job (they usually have one). They want…

An opportunity to accelerate their careers Increased accountability and responsibilityA chance for a big “pay day” through an exitA compelling vision that they can buy into

More than anything, A+ entrepreneurs want to be part of something they believe in, beyond earning a paycheck


interview training presentation

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