Interviewing Skills mini-Workshop

3rd Annual HR Minds Forum September 10, 2015

Random prediction

Graphology/astrology/phrenology

Typical selection interviews

Biodata

In-tray exercises

Ability tests/job samples

Structured interviews

Assessment centres

Perfect prediction of job success

Predicting success

Group exercises / personality Questionnaires

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

What affects interview • Overconfidence! • Biases - First impressions - Stereotypes - Like me/I like you - Halo/horns • Poor planning for interview (lack of knowledge of role and/or

criteria) • Poor decision making • Lack of interviewing skills (questioning, listening, note taking,

evaluating)

Candidates’ impression management • one in five candidates admitted to being — “seldom, or never, Completely honest“ during interviews • almost four out of five believed that the candidate should — “sell themselves as being the right person for the job“ • one in three stated that the candidate should try to “project a particular “image“ of the sort of person they would like the interviewer to think they were • only a modest 71% agreed that it is “best to be completely honest with the interviewer“

Preparing yourself

1. Review ”essentials” and ”nice to haves” on the Job Description

2. Prepare your interview plan – select appropriate capabilities for the role

3. Familiarise yourself with the scoring guide

4. Review the candidate‘s CV thoroughly

Number

Quality

Description

1

Poor

Showed mostly negative indicators or limited evidence on which to judge, likely to be in the bottom 10%

2

Marginal

Showed mostly negative indicators plus one or more positive indicators but there are large inconsistencies.

3

Acceptable

Showed most of the positive indicators and one or two negative indicators acceptable in a candidate at this level, indicating on–the-job development needed as one would expect for this target group.

4

Good

Showed mostly positive indicators, indicating strengths above the expected level, weaknesses displayed are relatively minor.

5

Excellent

Showed all positive indicators with virtually no weaknesses displayed. Well above the expected standard for the target group, likely to be in the top 10%

Rating guide for the Leadership capabilities

Prepare the environment and team

• Give the right amount of time

• Ensure no interruptions

• Sit in friendly positions

• Comfy chairs

• Meet your co-interviewers before

• Agree ”signals” & ground rules

• Taking turns

Interviewer 1

Interviewer 2

Candidate

Interview Timing Open 5 minutes • Welcome • Brief overview of candidate CV Capability Questions - 10 minutes per capability • Open, probing Close 5 minutes • Questions from candidate • Next steps in process • Opportunity for feedback

Building rapport

Impression management

Candidates usually adopt one of three approaches to the interview:

• Attending

• Adapting

• Repudiating

The funnel technique

Question Type

Response

Closed

Does not encourage the person to talk (yes/no response)

Leading

Imposes interviewers views and results in a predictable response

Double-headed

Confusing at best, allows candidate to opt out at worst

Multiple choice

Limits response or directs struggling candidates

Hypothetical

Prepared responses - what people say is not what they will do

Questions to avoid

How we make poor quality Judgments

• First Impressions - first 2minutes • Stereotyping • Just like me! • Halo + Horns • Contrasting - Jose is so much better than Paul! • Focus on the end result not the approach • Assumptions about intent - they did that because…

Note taking • Use the Candidate‘s Own Words

• Note the Process as well as the Content

• Do not Summarise or Judge

• Be Open about Note Taking

• Be Sensitive

Observe

Record

Classify

Evaluate

Integrate

O

R

C

E

I

During the interview After each interview At Close

Fundamental assessing process

Personal review/action planning When I am interviewing I will: • STOP • START • CONTINUE

Thank you!

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