interview v1[1].1
TRANSCRIPT
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Interviewing forTalent Aquisition
The Insight to Aquiring RIGHT Talent
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All we can do is bet on thepeople whom we pick. So my
whole job is picking the
right people.
Jack Welch
CEO, General Electric
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Have you ever found yourself in
one of the following situations Enjoying the interview but realising that
you know very little about the candidates
real ability to do the job
Making assumptions about the person and
their abilities without being able to justify
Not having enough questions to ask
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Objectives
To Acknowledge Interviewing as a strategic
Organisational Image Projection Opportunity
To understand interviewing as a selection tool
To have a step by step guide to plan, prepareand conduct goal-directed interviews
To understand and review the skills required for
effective interviewing
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Cost of Getting it wrong
Sourcing and selection, relocation
Salaries - candidates , managers
Education and Training Management overheads
Decreased productivity
Decreased morale Mediocrity begets mediocrity
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1) We are under pressure to fill the position.
2) We dont know what we want.
Top Ten Reasons Why We Make Mistakes
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3) Candidates are better trained than we are.
4) We are overwhelmed by GUT FEELING.
Top Ten Reasons Why We Make Mistakes contd
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5) We experience THE HALO EFFECT.
6) We ask predictable, opinion-based questions.
Top Ten Reasons Why We Make Mistakes contd
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7) We accept canned responses.
8) We place an over emphasis on can-do
factors (as opposed to will-do).
Top Ten Reasons Why We Make Mistakes contd
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9) We oversell the position.
10) We dont have an interview strategy.
Top Ten Reasons Why We Make Mistakes contd
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Step One Define the Job
Step Two Assess the Candidate
Step ThreeDocument & Decide
Three-step Process
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Our Fundamental Principle
People come with certain well-established
personal characteristics and we
need to recognize these characteristics in an
individual if we are to make good selection
decisions.
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These personal characteristics
are best measured by evaluating
past performance
The best predictor of future performance
is past performance in similar situations
Our Fundamental Principle
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Performance Factors
The intellectual factor
Can the person do the job?
The motivational factor Will the person do the job?
The interpersonal factor
Is the person the right fit for theteam/organisation?
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The Intellectual Factor
Knowledge
Ability to memorise, repeat and recall
information
Application of that knowledge
Creative, Imaginative, problem solving,
analytical
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The Motivational Factors
Personal and Professional goals
Interests
Personal Drive Eagerness to learn
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The Interpersonal Factors
The people behind the resume.
Personal traits that affect performance
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The Three Levels of Appraisal
Temperament/Behaviour
LEVEL II Attitudes & Beliefs
Knowledge Self Motivation
Appearance Acquired Skills Stability & Persistence
Manners Training Maturity & Judgment
Expressiveness Experience Aptitudes/CapacityTo Learn
Interests Education
Goals Credentials Patterns
GREATER GREATESTMINIMAL
LEVEL I
LEVEL III
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Why We Do What We Do
We are overly influenced by Level II
- its objective; feels safe
We under emphasize Level III
- its difficult; requires judgment
We are overly influenced by Level I
- its easy
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Attitudes & Beliefs
Self Motivation
Stability & Persistence
Maturity & Judgment
Aptitude/Capacity to Learn
Temperament/Behaviour Patterns
LEVEL III
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ATTITUDES
ANDBELIEFS
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Attitudes and Beliefs
A Positive, optimistic Approach to Life and Work
Confidence in Ones Own Abilities
Demonstrates High Personal Standards
It is more our Attitude rather than our Aptitude
that determines our Aptitude
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SELF MOTIVATION
S lf M ti ti
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Self Motivation
Goes above and beyond what is expected
Attacks projects and tasks with energy
Passionate about work activities
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STABILITY
ANDPERSISTENCE
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Stability and Persistence
Consistent Goals and Interests
Overcomes Obstacles
Finishes what one starts
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MATURITY
ANDJUDGMENT
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Maturity and Judgment
Takes personal responsibility for actions
Will forego short-term rewards for longer-term
benefits
Takes a common-sense approach
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APTITUDE/CAPACITY
TO LEARN
Aptitudes and Capacity to
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Aptitudes and Capacity to
Learn
A history of learning new skills
Continued education, often self-initiated
Readily absorbs information and new concepts
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TEMPERAMENT/BEHAVIOUR
PATTERNS
T t/B h i
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Temperament/Behaviour
Patterns Is competitive, likes to take control, or is happy to
take direction
Prefers a structured or unstructured environment
Is oriented toward people or takes an analytical
approach
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Attitudes & Beliefs
Self Motivation
Stability & Persistence
Maturity & Judgment
Aptitude/Capacity to Learn
Temperament/Behaviour Patterns
LEVEL III
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Bottom Line
q
Hiring Exceptionalpeople has nothing to do withassessing surface qualities
q Appraise people by their past actions over time
q Appraising past actions is not easy, but, with
training and practice, anyone can learn to do it
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Managing Interview
Smile, lean forward, look interested
Listen actively
Use prompters, maintain eye contact
Give non judgemental responses
Be encouraging
Avoid getting into debates with the candidate
Keep the mood relaxed and conversational
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W-A-S-P Interview
Welcome Put the candidate atease
Greet Candidate Introduce yourself Chat
Ask
Collect information Ask questions Probe Observe
Supply Give Information Answer questions
about company,culture etc
Part Close the interview Decide further
course of action Commit on a date
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SoSo
Be ReadyBe Ready
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RAPPORT BUILDING
OPINION BASED
GENERAL, OPEN-ENDED
BEHAVIOUR BASED
FACT BASED
CLOSED-ENDED
SITUATIONAL
TYPES OF INTERVIEW QUESTIONS
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q What would you do if...
Situational Questions
q Create a hypothetical job situation and askhow the candidate would respond
q Ideal for candidates who do not have a greatdeal of directly-related experience
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1. What are the key goals/expectations for theposition?
Developing Behavioural Questions
focus on the pastgive direction
search for critical incidents
2. List examples of the key challenges the
individual will face to achieve those goals.
3. Turn these examples into questions.
Remember to...
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What was the situation?
What did you do?
What was the outcome?
By the way, who were you reporting to at that time?
Probes
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1) Silence
take your time
restate question
2) Generalities
3) The Verbal Explosion
3 Common Responses to Behaviour-based Questions
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Your Success As an Interviewer Depends on:
Clearly understanding the job requirementsEstablishing rapport & getting open
communication
Drawing out relevant information from thehistory
Interpreting the history within the context ofthe three levels
Making an informed decision
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And now you have toAnd now you have to
Document & DecideDocument & Decide
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Initiative Questions
2.What career accomplishments are youmost proud of?
3.How do you feel about being closely (orloosely) supervised?
4.What did you dislike about your most
recent job?5.What did you do to change it?
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Motivation Questions
2.What are your goals for the next two
years? Next five years?
3.What have you done to continue youreducation that is related to your career?
4.What does "job security" mean to you?
Attit d Q ti
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Attitude Questions
1. What job values are important to you?
2. What do you think of your most recent
boss?
3. How do you feel about doing routine
work?
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You hope you dont hire anybody who
is stupid, but, if you do, pray that they
dont have a lot of energy.
Robert Goizueta,
Coca-Cola