the job interview guide v3 - staffing professionals

8/13/2019 The Job Interview Guide v3 - Staffing Professionals

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The Job InterviewGuide v3

Job Interview and Other tips for Recruitment and Staffing

Professionals

B !mploPrep " #hite label candidate preparation software

@Copy right 2007www.employprep.com3/27/20091
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- $ell me about a time when...- escribe a situation where you...- *iBen eGample, when...

5ere are some eGamples o behaBioral Duestions>

- $ell me about a time when your worF was criticiLedA- *iBe me an eGample o when you had to maFe a decision without all the

inormation and details that you would haBe preerred.- escribe a situation where you identiied a problem beore anyone elseA

6hats the dierence between a traditional interBiew Duestion and a behaBioral

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interBiew DuestionA (or eGample, suppose you were trying to assess competency oconlict resolution. % traditional Eob interBiew Duestion would be something liFe>



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@Tell me how ou feel about conflict resolutionA or @#hat are the steps in conflict

resolutionA)

% behaBioral Duestion would be phrased as ollows>

@Tell me about a time when ou had to deal with an angr or abusive customer)

$ow did ou handle itA

&ow that we haBe eGplained the theory o behaBioral interBiewing, lets looF at how tocreate your own behaBioral interBiew Duestions or your speciic client and Eob order.

+reating and +ustomiCing Behavioral 8uestions

:$he answer you get depends on the Duestion you asF;

)o how do you create great behaBioral interBiew Duestions to help you assess andselect the right candidateA $o help you get started, we haBe attached a handbooF obehaBioral interBiew Duestions or your conBenience. $his handbooF containsbehaBioral Duestions to assess the most common Eob reDuired competencies liFeproblem solBing, communication, conlict resolution and so orth. 5oweBer, i you wantto get the most out o your Duestions, you must customiLe the Duestions or yourspeciic Eob order and client. )o how you customiLe and target your behaBioralDuestionsA 6ell start with your Eob description and posting.

)imply reer to the Eob description that youNBe already created. 1ased on the prioritiCedEob and hiring reDuirements, create your customiLed behaBioral Duestion. will illustratewith an eGample below o Eust how easy it is to create your own customiLed behaBioralinterBiew Duestions. $he assumption here is that you haBe already created an up?to?date and prioritiLed Eob description and posting.

!DampleE

)uppose your a client asFed you to hire an accountant. 1ased on your discussions withthe hiring manager and your analysis o the Eob, you haBe identiied that the mainresponsibility is to +perform accounts reconciliation and the main sot sFill are +detailorientation, analytical and problem solving.

)tep 8> dentiy a prioritiLed responsibility rom the Eob posting>



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+-erform accounts reconciiation to the genera edger reconciing !arious baancesheet accounts to subs#stems



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)tep 2> dentiy a prioritiLed sot sFill identiied on Eob posting>

Detailed oriented, analytical and proven problem solver

)tep 3>

(ind an appropriate behaBioral Duestion to assess the competency o problem solBingand detailed orientation. ou may use one o your own or one outlined in ourbehaBioral Duestions manual.

+Te me about a time when #ou identified a probem before an#one ese or #oursuperiors/

)tep >

rawing on your Eob documents, blend or :conteGtualiLe; your behaBioral Duestion withyour prioritiLed Eob unction and reDuirements.

When reconciling various balance sheet accounts to subsystems: Tell me abouta time when you noticed a source of potential loss for a company or identified an

undetected financial error before anyone else. What did you do about it?

ou can see that the Duestion created aboBe, assesses the most important competencyas identiied by the hiring manager Hdetail orientation, problem solBingI through the mostimportant Eob responsibility again as identiied by the hiring manager HaccountsreconciliationI.

1y ollowing these steps when creating your Eob interBiew Duestions, you ensure youasF the right Duestion to get the right answer to ind the right candidate. %nd best o all,you use your time wisely by asFing the most important Duestions.

$his approach can be applied to any Eob order to help you create good behaBioralinterBiew Duestions. 1elow are some eGamples to show you how easy it is toconteGtualiLe behaBioral Duestions or Barious Eobs.

+ustomer Service " assessing the core competenc of conflict resolution

1ehaBioral Duestion to assess core competency o conlict resolution O core Eob unctiono handling returns/complaints



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Describe a time when #ou had to dea with an irate customer i.e. on a return, e"change

or compaint who was abusi!e to #our cient ser!ice staff. How did #ou hande it/



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!ducationFTeaching " assessing the core competenc of classroom management

1ehaBioral Duestion to assess core competency o classroom management O core Eobunction dealing with students

's an educator, often #ou ha!e to hande situations where #ou ha!e a student withbeha!iora chaenges. Te me about a time when #ou had to hande a student who wasmisbeha!ing !er# bad# and disrupting #our cass.

'dditiona probing (uestions #ou can ask: How did #ou hande it/ 0hat did #ou earnfrom this e"perience to hep #ou impro!e #our teaching skis/

(iscrimination and $uman Rights 0egislation

6hether you are operating in Canada, nited )tates or elsewhere you must be awareo the applicable laws against discrimination when hiring. n this section, the inormationand eGamples are based on the laws in Canada. $his is not intended to be legalcounsel, as the training programs that help employers preBent discrimination andensure compliance can be eGtensiBe and beyond the scope o this document. 5oweBer,in this section will ocus on the common issues that come up in a Eob interBiew. t willbe assumed that you are amiliar with the applicable discrimination laws that goBernyour company. %s such, will looF at common Duestions that typically should be

aBoided and proBide best practice alternatiBes.

&ot only does anti?discrimination practices apply to you but it is a wise idea to see iyour client has been proBided the necessary training to hire within the human rights.)ince i your client asFs your candidate an inappropriate Duestion, it will not only createa bad impression or your company but it may also open you up to legal action.

you are in doubt or haBe any Duestion, seeF adBice rom your local labour lawyer orcontact the appropriate goBernment department or adBice. t is important that you indout which legislation your company alls under Hederal, proBincial, stateI to ensure youmeet compliance. n Canada, most employers all under proBincial legislation but some

are under ederal Eurisdiction and can depend on a Bariety o actors liFe industry,whether or not your company proBides a inter?proBincial/international serBices, and soon. (or eGample, Canadian 1anFs, $elecom, and #ailway all under ederal legislation.$he Fey is to seeF adBice and get the right inormation to ensure compliance andpreBent complaints.



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nterviewer !uestions that Don"t Discriminate

ont %sF 1est Practice )ituation

5ow old are youA $his Eob reDuires you to be89 or oBer to be able toperorm its duties. %reyou able to meet thisreDuirementA

'Gample, you need tohire a bartender and youare unsure how old theapplicant is.

%re you marriedAo you haBe

FidsAo you go to church on)undaysA

$his worF inBolBes shitworF and oBertime when

necessary. %re you ableto meet this reDuirementA%re there anycircumstancesthat would preBent yourom meeting thesereDuirementsA

$his Eob will reDuire youto traBel 30Q o the time,

will you be able to meetthis reDuirementA %rethere any circumstancesthat would preBent yourom meeting thesereDuirementsA

'Gample, you need tohire or a position that

worFs weeFends,eBenings, oBertime andtraBels.

o you haBe anyphysical and/or mentalhealth problemsA

$his Eob reDuires liting oup to 0 lbs. Can youmeet these reDuirementsA6ill this pose a problemor

youA o you haBe anycondition that couldaect your ability to dothe EobA

'Gample hiring ora warehouseposition.



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+hapter 1 " Job Interview !valuation and Scoring

ST,R Techniue

1eore we get into the details o eBaluating your candidates interBiew responses, letstaFe a moment to talF about the )$%# method. )$%# is a techniDue commonly taughtby proessional recruiters, career counselors and Eob interBiew coaches to helpcandidates structure their answer to a behaBioral interBiew Duestion. )$%# is anacronym that stands or situation, tasF, action and result. 6hile it is an eGcellenttechniDue or candidates, interBiewers can use it too.

6hen listening to a candidates answer sometimes you can get lost in the details. $ohelp you naBigate the details, listen or each )$%# component when your candidateresponds to help you hone in on the most important elements o each answer. %lsowhen using this structure when taFing notes, it will help Feep them organiLed and easyto compare one response to another.

'Gample " nterBiewers sing )$%# !ethod

@Tell me a time when you were on a team and you didn"t seeeye to eye with a team member, what did you do?

S)ituation? -isten or a particular situation to proBide conteGt to the answer.

Candidate> :n my last Eob with *lobal $elecom, was assigned tothe 2< proEect team with 80 other members to rollout andimplement the new sotware system?testing tool within a ?weeFperiod. :

T $asF? -isten or a detailed tasF that your candidate clearly responsible

and had to complete. 'Ben though your candidate worFed as parto a team, it is important that you are clear on what his or her ownresponsibilities were.

Candidate> : was responsible or all n?tier application testing orsystems within the -ower !ainland with one other team member.6e had to ensure there wouldnt be any problems with theapplication once we started to rollout the systems to other parts o



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the ProBince. Problem was this team member and could not seeeye to eye when coming up with a testing process/methodology.;



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, %ction? -isten or the speciic action that your candidate tooF tocomplete the tasF or solBe a problem.

Candidate> :)ince this team member was more senior then , respected his Fnowledge but didnt agree with his testingand Bice Bersa he didnt agree with my ideas. decided the onlyway we were going to worF eectiBely is to meet up 8 on 8 duringlunch Hin a comortable enBironmentI. eGplained my rustrationwent oBer both our process plans in detail. told him i we weregoing to worF eectiBely, we both haBe to be on the same page.1asically we discussed eBerything out in the open.;

R #esults? -isten or the results and outcomes o your Candidates action.your Candidate demonstrate achieBe successul resultsA 6hatwas the inal outcomeA

'Gample> n the end, the testing process was rolled?out withoutdelays. 6e both compromised on a single process and eBerythingworFed out perectly. 6e gained more respect or one anotherwe continue to Feep in touch. !ost importantly, the testing wasrolled?out on time and on budget.

/alse Stars

(alse )$%#) are responses by applicants that are diicult to interpret by theinterBiewer. 6hile these responses may be acceptable in eBeryday conBersation, theydont allow you to isolate the candidates role through a speciic eGample o an actualpreBious behaBior. (alse )$%#) are typically statements o eelings and opinions, orstatements o what an applicant :would do; or :would liFe to do; or Bague statements.

(eeling %s (act R watch or candidates who reply using statements o opinion or eeling.(or eGample>

: was really great at planning; : thought was the best manager and deserBed more responsibility;

: showed a lot o initiatiBe in maFing my sales calls;

$he se " :6e; R watch or candidates who use :we; to demonstrate that they areteam players. nortunately, you cannot be sure what the candidates role was in thissituation. -isten or we and clariy by asFing, :6hat was your speciic role in this tasF,



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team, etc.;

:6e deBeloped a strategic plan and sotware;



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6ould 5aBes R watch or candidates who use conditional statements. (or eGample>

: would haBe achieBed the targets; :n this situation, would call the customer;

#emember behaBioral Duestions rely on the theory o past behaBior. %s an interBieweryou are looFing or a speciic eGample where your candidate demonstrated a certainbehaBior. 6hen listening to the response, the candidates role, that is what theyactually did do, how they actually did handle a situation must be clear. n the aboBeeGamples o alse )$%#s, you can see that each statement does not proBide theinormation reDuired or an accurate eBaluation.

Job Interview ScoringE

%lthough eBery organiLation may haBe their own Eob interBiew eBaluation S scoringprocess, here are a ew processes we haBe implemented with success.

Rating ScaleE

#ating scales can be anything rom a


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Creating the 'Baluation

6ith all eBaluations, the recruiter should eBaluate eBerything rom a candidatesappearance, body language and handshaFe to speciic competencies reDuired or theposition.

Process T8> (irst mpression Points

Create generic points to eBaluate or all positions regardless i its Eunior to senior leBel.$hese are Fnown as :irst impression; eBaluation points. )ome o these include>

*rooming %ttire

5andshaFe 'ye contact $ardiness

*um Chewing Preparation Hhas portolioI *eneral %ttitude Henthusiastic, passiBe, opinionated etc.I

(or many o these you can also add a :es; or :;no; rating scale along with the < pointrating scale.

'.g.> Candidate chewing gumA

es> &o>

Process T2> *eneral %ssessment R Candidate #esume and their Preparation

5ere you want to go through a candidates resume to conirm and Balidate that theyactually haBe the Fnowledge, sFills and abilities speciied in their resume. ou also wantto ind out i the candidate tooF the time to prepare and Fnow more about the positionposted and company.

*eneral %ssessment ncludes>

nowledge o the position, did the candidate taFe the time to read and understandthe reDuirementsA

nowledge o the company, did the candidate taFe the time to research thecompany prior to the interBiewA

ears o eGperience in speciic ield related to position postingA@Copy right 2007www.employprep.com3/27/200930
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6orFing Fnowledge o speciic technologies HhaBe the reDuired technologies listedrom position postingI



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6hen asFed to go through resume, does the candidate conirm all inormation isBalidA H'.g. *aps in employment, worFing Fnowledge or general Fnowledge ospeciic eGperienceAI

'Gample> #ating )cale to %ssess ears o 'Gperience>

How man# #ears ha!e #ou worked as an accountant 1senior position2/

3ears of e"perience-oor 4 564

0eak 7 768

'!erage 8 96

;ood 9 "ceent ?@

6e haBe proBided you an eGample o how to assess and score the *eneral%ssessment, see our )ample 'Baluation (orm that we haBe proBided in the ollowingpages.

Process T3> Position )peciic Points.

n this process you want to ensure the candidate has all the reDuired competencies orthe position. n most cases, you will want to use behaBiour based Duestions to captureresponses. sing behaBioral Duestions is a good idea since most employers use them.1y listening to speciic eGamples o your candidates past worF eGperience, this proBideyou a stronger Balidation. -ooF or more than a :yes; or :no; response to any o theseDuestions.

Probing +uestions>

!any times the candidate may not proBide the speciic response to the initial Duestion.$his may be a result o nerBousness, lacF o preparation or eGperience or perhaps poorDuestion design. #ecruiters should always haBe additional probing Duestions to asFalong with the behaBioural Duestion. $he probing Duestion acts as a bit o a :push; whena recruiter is not happy with a candidates response. Probing Duestions encourage thecandidate to elaborate and proBide critical inormation. #emember, with probingDuestions recruiters the goals is encourage the candidate, giBe them some help withoutactually giBing the candidate the answer.

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'Gample> sing Probing +uestions

$ell me about a time during a proEect you haBe managed when a team member came toyou with a compleG issue that they needed to talF aboutA 5ow did you resolBe theissueA

Probing Duestion>

6hat was the speciic proEectA 5ow did the compleG issue startA

6hat steps did you taFe to resolBe the issueA (ollow?upA 'nd resultA

6hat is the recruiter looFing or in the responseA

escribed the proEect, lead a large group. $ooF appropriate steps necessary to resolBe the issue.

5andled the issue well, and resolBed the issue.

$eam member is satisied with the results. #esult is positiBe.

the candidates response meets all the criteria the candidate will score high on the 5ow did you ensure that you gained the indiBidualNs input with regard

to how they could be successulA 6hat was the process you used to assist the indiBidual in going rom

their current situation to one where they were successul in completingproEects/daily assignmentsA

6hat was the outcomeA



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$ell us about a time when you needed to worF closely witha colleagueHsI on a proEectA

Probes> 5ow was the process decided on that would be used or worFing on

the proEectA

6ere there obstacles encounteredA 5ow were they oBercomeA $ell us about the relationships between you and your colleagueHsI

worFing on the proEect.



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$ell us about a time when you dealt with a client who elt

that he/she was being treated unairlyA

Probes> 5ow did you ensure your understanding o the clientNs concernsA

6hat was your approach to dealing with the clientA 6hat was the outcome o the situationA

TotalE

Total !valuation ScoreE

#eighted Scoring

6hen the criterion is not weighted the assumption is that one reDuirement is worth thesame as the other. )ometimes, hiring managers will Balue one sFill or Eob reDuirementmore than the other or a particular position. 6eighting your rating scale will allow youto relect your clients priorities or the Eob. 6hile weighting adds some additionalcompleGity to the eBaluation process, there are some beneits o doing so.

$he eGercise o weighting Eob reDuirements will help you to put a realistic rameworFaround managers with unrealistic eGpectations. 6eighting will help you maFe betterhiring decisions especially when a candidate does not meet %-- the Eob reDuirements.n these situations, you can still determine i the candidate meets the Eob reDuirementsyour client Balues most. $his will proBe beneicial especially in situations when worFing

with unrealistic clients on a Eob order or a diicult to ill position.

$o weight the Eob reDuirements you can ranF all the reDuirements or simply assign aBalue to each Eob reDuirement. sing the eGample aboBe, we will illustrate ocusing onthe position speciic portion o the eBaluation orm.

!DampleE #eighted !valuation /ormTotalE

Poor

H

ea?

,ver

a

Good

!Dce

ll

Position SpecificE Behavioural Based



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Teamwor?H2 Please describe your eGperience in worFing with an indiBidualto help that person succeed on a particular proEect or in theirdaily assignmentsA

Probes> 5ow did you ensure that you gained the indiBidualNs input with regard

to how they could be successulA

6hat was the process you used to assist the indiBidual in going romtheir current situation to one where they were successul in completingproEects/daily assignmentsA


!thicsH3 escribe a situation in which you demonstrated a strong

ethical stance at worF, despite pressure to do otherwiseA

Probes> 6hat were the risFs inBolBed in taFing the strong stance that you didA

5ow did you oBercome the pressure to change or weaFen your stanceA

5ow did the position you tooF aect the relationships that you haBe withthe others inBolBedA

Conlict #esolutionH8I $ell us about a time when you dealt with a client or co?worFerwho was irate and perhaps eBen Berbally abusiBeA

Probes> 5ow did you ensure your understanding o the persons concernsA 6hat was your approach to dealing with the angry personA 6hat was the outcome o the situationA

TotalE 2 : *

Total !valuation ScoreE 21

Scoring !DampleE

$eamworF V*ood HI G weight H2IW

'thics 8< V'Gcellent H


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eBaluate our candidates. )o how do we ensure we are not negatiBely inluenced by ourown personal BiewsA $he irst step is to be mindul o common interBiewer mistaFesmade when eBaluating candidates. 1elow are a ew Bery common mistaFes madewhen rating interBiew responses.



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-eniency R $his is the :!r. &ice *uy; interBiewer who giBes high scores to eBerycandidate on eBery competency. $he problem with this type o eBaluator is it is diicult todistinguish between candidates. $he truly strong scores are Bisible with this method.

)trictness ? $his eBaluator is what liFe to call :!r. )tingy;. 5e is the opposite to the :!r.&ice *uy;, in that he giBes eBery candidate a low score. 6ith this type o eBaluator notonly is it diicult to distinguish between all the low scores but they oten want morecandidates cause the ones they eBaluated were :all bad;.

'Gtreme ? $his eBaluator is a combination o the :!r. )tingy and !r. &ice;. $hiseBaluator is eGtreme by only giBing really high scores or really low scores.

Central $endency ? $his interBiewer rates eBeryone as medium. 5e is what liFe to call:!r. (ence )itter; because he liFes to stay in the middle.

)imilarity ? 6e tend to liFe those who appear sound looF liFe ourselBes. )o as aninterBiewer, be aware o this trap and be open?minded to candidates that may not besimilar to yoursel.

5alo 'ect ? $his is when we one rating inluences the way we rate all other areas. (oreGample the candidate impresses us in one area and then we rate them positiBely on allother areas. $his can also go the other way, where the candidate reeLes on the irstDuestion and then we rate the candidate poorly in other areas. $his Find o error comes

rom interBiewers who maFe the ollowing logic mistaFe :i scored her eGcellent inleadership, then she must haBe good communication sFills too;.

%ttractiBeness ? +uite simply, we rate attractiBe people more positiBely. nortunately:pacFaging; does inluence our decisions. 1ut choosing a customer serBice person whois attractiBe but has poor communication, conlict resolution sFills or with no empathy isa recipe or disaster. $his is not a model search, this is an interBiew.

%s mentioned, the irst thing you can do to preBent these common eBaluation mistaFes.%dditional preBentatiBe steps you can taFe are to asF each candidate the same interBiewDuestions. 1y asFing your candidates the same Duestions you can more easily maFe an

:apples to apples; comparison.

%nother thing recommend is to periodically taFe a looF at your aBerage score awardedoBer time and compare them against the interBiew teams aBerage. oing this will helpyou identiy your potential scoring patterns.



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+hapter 4 - Setting up and Running the interview

+omfortable Setting

6hen setting up the interBiew be :candidate riendly;. possible, try to accommodateyour candidate. $he days o candidates thanFul to get an interBiew, begging or a Eobare oBer Hespecially with the star candidatesI. #emember, your candidate has liFelytaFen a day o worF or has come in to see you on his or her ree time. )o try to beleGible and accommodating with your interBiew times and locations. (ind out aboutyour candidates commute, and oer to meet at a halway point. (ind a coee shop andconduct your interBiew oBer a cop o coee. &ot only is this a candidate riendlypractice, but you may also ind that you get better interBiews rom a relaGed candidate inneutral setting.

6hether you are conducting the interBiew rom your location or a coee shop, it isimportant to pay attention to the enBironment. $aFe note o the light, heat, seating, andso on and maFe the necessary adEustments to ensure a comortable interBiew climate.

% comortable candidate will interBiew better giBe you a better chance o inding the righttalent.

%lways maFe sure that you haBe water, coee, tea, or some beBerage to oer yourcandidate. !any candidates already eel nerBous in an interBiew, along with a lot otalFing creates or a Bery thirsty candidate with a Bery dry mouth. %gain the goal is tomaFe the candidate eel comortable and at ease. )o that they can proBide you withinormation that you are looFing or.

Opening the Interview - Setting the Tone and Building Rapport

% Fey to a successul interBiew is starting it o right. 5ow you open the interBiew is Beryimportant as both the things you say and dont say sets the ground rules or the rest othe interBiew.

1uild #apport

$he best way to build rapport is smile, maintain eye contact, and listen actiBely. oucan build rapport by listening actiBely. $his shows the candidate that you are ocusedon them and what they say matters to you. 'mpathy and actiBe listening is BeryeectiBe in getting a nerBous and Duite candidate to open up. 5oweBer, it can alsocause the candidate to proBide more inormation than is needed and taFe up BaluableinterBiewing time.



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Why did you leave your previous #ob?



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+andidate>

haBe been in the same position and leBel or 7 years and it was time or a change. twas a dead end Eob.

Recruiter>

t sounds liFe you elt that you elt stucF and saw no career and deBelopmentalopportunities there.

'Gtrapolate career goals based on your candidates Balues>

get the sense that you really Balue career growth in a Eob. escribe the Find o changeyou are looFing or in your new Eob.

Opening Statements

"pening statements are statements that you begin the interBiew with. t helps rameand ocus your interBiew. t also helps create a proessional atmosphere and will helpput your candidate at ease since in your opening statement you will eGplain theinterBiew process. 5ere is an eGample o an opening statement>

:)o how do you eel about getting startedA 6ell my role here at %1C Proessional)taing is )enior #ecruiter, haBe been in the staing industry or 8< years and with

%1C or < years specialiLing in inormation technology. %s you Fnow today, am hereto interBiew your or the role o 6eb eBeloper or my client, a high proile employer inthe 4ideo *ame ndustry. would liFe to spend the irst < minutes Eust getting to Fnowyou a bit better. would liFe to hear more about your bacFground, education andeGperience. n the neGt part o the interBiew, will asF you some Duestions to getspeciic eGamples o what you haBe done. $o allow me to determine Eob suitability ormy client, will need you to help me by maFing sure that you giBe me speciic eGampleso things that haBe actually happened. ou can taFe your time when thinFing o aneGample and i you get stucF Eust let me Fnow and we can sFip that Duestion and circlebacF. haBe any Duestions about the position, would be glad to answer them at theend o the interBiew, so will maFe sure to leaBe enough time or that. will be taFingnotes during this interBiew because am really interested in your bacFground and it willhelp remind me later o your Dualiications.;



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Interview %ot Interrogation

-ast but not least, the most important element in creating an enBironment where yourcandidate can be comortable and relaGed is youX "Ber the years, haBe interBiewedwith many hiring managers and other recruiters and haBe witnessed tremendouslydierent interBiew styles.

1eBerages, air conditioning, and comortable chairs are meaningless i you do notcreate a warm and welcoming enBironment with your personality. 1e aware o your ownbody language. %re you leaning away, distracted, and looFing else whereA %re youmaFing eye contact and smilingA nterBiewing is tiring and ater a ull day ointerBiewing, its hard to be high energy and riendly or that last candidate but it is soimportant. )ome hiring managers and recruiters haBe worFed with interBiew are moreliFe interrogators. #ather than looFing or eBidence o how the candidate is Dualiied andeBaluating, these interBiewers are more ocused on looFing or a reason to demonstratehow the candidate is not Dualiied. $hese interBiewers are mistrustul by nature and aremore ocused on looFing or inconsistencies rather than getting the inormation neededto eBaluate. call these :hard interBiewers;, while in some industries liFe policing thismight be acceptable and eBen purposeul, ind you will get better results when yourcandidate is relaGed. )o remember the candidate is nerBous enough as it is, it is your

Eob to do what you can to help them eel at ease.

+hapter 9 - +losing the interview

6hen you eel liFe you haBe obtained all the inormation that youNre looFing or itNs timeto close the interBiew will. %t this point it is important that you giBe the candidate achance to asF you some Duestions. $he biggest turno or a candidate is to be grilledwith Duestions or an hour and then only giBen a minute to asF Duestions. )o leaBeadeDuate time or Duestions. #emember that your candidate is maFing Bery bigdecision that will impact his or her lie.

%s an interBiewer, here is where you haBe to do your homeworF. ou must be preparedto answer your candidates Duestions. $his means you should Fnow something aboutwhat maFes worFing or your client special. n addition to understanding the totalcompensation Hbased and Bariable pay, beneits, time o, etc.I ou must also Fnowsomething about the clients employee programs.

'mployee Programs and nitiatiBes liFe>

ob shares, leG?time, educational reimbursements, compressed worF weeFs, training



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programs, deBelopmental opportunities, eGercise acilities, and so on.



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$o sell your client to your candidate, you need to be up to date on company news andinormation. (or eGample, has your client won any awards recentlyA o you haBe anyeGamples o community inBolBement and enBironmental responsibilityA !ore than eBer,corporate social responsibility is playing an increasingly greater role in our decisions asconsumers as well as potential employees.

our candidate is maFing a big career decision and it is your Eob to proBide them with theinormation they need to maFe an inormed decision. oing this will not only beneit yourcandidate, but will help your client preBent a bad hire due to poor it.

+hapter : - Overcoming Obections; 'ncovering 0andmine; +areer +ounseling

uring your interBiew, it is beneicial to uncoBer any potential concerns rom yourcandidate about the opportunity and proBide clariication where needed. ou may do thisby probing your candidate to ind out i they haBe any concerns and determine what theyare looFing or in their neGt Eob/employer. )ome Duestions you may asF here include>

+Te me what was the main reason wh# #ou eft #our pre!ious positionAempo#er/

+0hat are some of the reasons causing #ou to ook for other opportunities/ +0hat

are #ou ooking for in #our ne"t job/

+0hen #ou re!iew this opportunit#, what concerns or reser!ations do #ou ha!e with thisjob/

+How ong ha!e #our been dissatisfied at work/

+0hat ha!e #ou done to reso!e #our sources of job dissatisfaction

"nce you understand your candidates concern and needs, you may better addressthem. )o or eGample i your candidate let her preBious employer because she elt it

was a dead?end Eob, it would be time to describe the growth and career deBelopmentopportunities oered by your client. Career deBelopment can include ormal andinormal opportunities. $hings liFe training programs, special proEect worF, mentoringprograms, tuition and education reimbursements and so on all all under the careerdeBelopment topic.

t is a good idea to haBe an employer act sheet made up or each o your clients with



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points o interest or potential candidates. $hings to include on this act sheet caninclude employer awards, enBironmental position, community inBolBement, 5#programs and so on.



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your candidate cites inadeDuate compensation as the motiBator or leaBing or looFingor new opportunities, then you must be aware that such a candidate might besusceptible to counter oers. $he same applies i your candidate indicates that thesource o Eob dissatisaction is relatiBely new and i they haBe done Bery little to resolBethe issues. 6e will discuss counter oers and how to handle them in more detail in theneGt section.

6hile it is tempting to want to thinF short?term and maFe a placement, it is important tohelp your candidate maFe the right decision or them whether or not this means youmaFe a placement. Putting your candidate irst and being their career adBocate andcounselor will help you build long term success with both your clients and candidatesthrough reerrals and repeat business.

+hapter 7 - +ounter Offers

n todays talent short employment marFet, it is wise to assess the possibility or acounter oer. $his is particularly true the more senior or specialiLed the position and ithe candidate is a Fey player in the company. t would be wise to haBe a discussionwith your candidate about this possibility and how they might handle it.

Preparing your candidate or a counter oer is neither sneaFy nor underhanded. t issimply acFnowledging the ierce competition or resources that is happening in thecurrent labour marFet and adopting prudent practice.

#hat (oes The +ounter 0oo? 0i?e

)o how does preparing your candidate or a counter oer looF liFeA 6ell the best wayto prepare is to engage your candidate in a discussion on this topic and asF how theymight reactA 5ere you want to describe in as much detail as possible how the counteroer might looF liFe. is a good idea to learn about the Barious :saBe tactics; and helpyour candidate prepare or them. (ormer candidates rom the organiLation would be agreat resource. n general, the approaches o :employee saBe tactics; are generallysimilar. $hey can include the ollowing>

%n oer o more compensation and beneits

%n oer o increased responsibility

%ssignment to a high proile proEect % promotion



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% Bisit or seBeral Bisits rom upper management and respected colleaguespersuading you to stay

% Bisit rom 5# to act as mediator to resolBe sources o dissatisaction %n oer or a leaBe o absence or time o or cooling o and relection



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%n oer o reassignment to another team where there is no conlict

Promises o change with no concrete oer or deinite details and timelines

n act, some organiLations haBe ormed :employee saBe teams; that haBe been speciallytrained and are actiBated when Fey employees giBe notice. $hese teams haBestrategies, tactics and authority to maFe counter oers.

Put on 6our +areer +ounselor $at -%sF +uestions and -isten

6hen preparing your candidate or a counter, help them ocus on the material points byasFing Duestions and then listen. )ome o the Duestions to asF include>

6hat do you thinF the motiBators are or this counter oerA 6ill the counter oer address the symptom or the root causeA oes it proBide

temporary relie or does it oer a long?term solutionA our role is help your candidate clariy eGactly what made them want to leaBe or looF

or a new Eob. 6hat haBe you done to resolBe the issuesA

6hat is the liFelihood or changeA 6hat are you looFing or in your new EobA H5elp them clariy eGactly what type o

change they are looFing orI

5ere you must engage your candidates in an honest and realistic discussion and listen.t is Bery important to resist the temptation o a DuicF commission. nstead, your goal isto help your candidate maFe the best decision or them, whether this means they taFethe Eob or not. you push your candidate to taFe the oer when it is not the right it orthem, chances are they will Duit shortly or not perorm well. ou will lost the trust thatyou haBe built with your candidate, as well as the chance o any reerrals. our client willlose their conidence in your ability to ind good people that it into their company andculture. )o taFe o your salesperson hat and put on the career counselor hat.our candidate will sense it when you put their needs ahead o your own and it will goalong way in building uture business.

+hapter *< " /eedbac?

6hether you are on the agency side or client side, staing proessionals oten ocustheir attention on the candidates they place. %ter all this maFes sense since you relyon these indiBiduals to help you get paid. 5oweBer it is Eust as important to pay



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attention to the people you place as it is with the people you bypass. #emember thator eBery 8 person you place, you bypass many more. 'ach one o these candidateswill walF away with some impression o your staing agency. &o doubt they will talFabout their eGperience with you with other candidates. $hereore, each candidate that



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you encounter represents an opportunity to build your staing brand. 6hat Find oimpression do you want them to walF away withA 6hat Find o eGperience are youwanting to createA

$he impact o staing brand may not be as immediate but consider that the person youEust bypassed might Fnow o someone who is more suitable. $here is good chance thatthe candidate you bypassed might be able to reer to you to someone who may bettermeet your clients reDuirements. #e member they haBe spent years in their careers andhaBe eGtensiBe networFs rom proessional associations and alumni. 6ouldnt it be nice iyou can get a reerralA 'specially i you are worFing on a specialiLed position that is hardto illA 6hat i another Eob order came up some time later that better suits this candidate,wouldnt be great i you had deBeloped a good enough relationship with your candidate to

call on them and they would be glad to hear rom youA haBe heard my share o horror stories rom candidates complaining about theireGperience with agency recruiters. 1elow are some basic tips based on the topcomplaints haBe heard.

3 Tips on +reating Positive #ord of 5outh with +andidates

%s mentioned in the last chapter, show genuine care about our candidateKs careerwhether or not you decide to represent them. %ter all, they are liFely maFing the biggestdecision in the placement. $heres a good chance you are a good talFer, but are you agood listenerA $aFe the time to listen to what your candidate is looFing or in their career.

$his also means taFing time to careully reBiew the candidateNs Dualiications, giBingeedbacF about resumes, and interBiewing sFills. Considering the importance o a goodinterBiew with your client, prep your candidates beore sending them out to interBiewssince many candidates :unsFilled and unaware; when it comes to their own interBiewsFills. you cannot help them, reer them to another trusted proessional whether thismeans to another staing proBider, resume writer, or interBiew coach or eBen a goodcareer booF. 1y giBing your candidates employment preparationresources, you demonstrate your commitment to their careers.

Open and honest communication. 1e open and honest with your candidates. $hismeans when you giBe eedbacF to your candidates, be honest. Candidates seeF your

employment eGpertise and appreciate your honest eedbacF. t goes a long way inestablishing your credibility. $his can also mean be upront with details liFe pay rates. &oteBery staing company tells their candidate what their commission is but some do. (rommy eGperience, the staing companies who haBe an open compensation policy otenhaBe a positiBe reputation and are trusted more. you donNt disclose this to yourcandidates, well suppose you better hope they do not ind out. $his reminds me o atime when a staing company marFed up their ees by 800Q but did not tell theircontractors. 6hen these consultants discoBered what their staing company was billing

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them out at, there was serious mutiny Hand hate to say it but chucFled since itreminded me o the days when handled compensation issues with the union reps.I



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Set clear eDpectations. $his Find o relates to the honest and open communication pointaboBe. 5ere simply create clear eGpectations on role and responsibilities or both you andyour candidate. 5ow oten haBe heard a Dualiied candidate, whose recruiter went !%ater promising to be in contactA ConBersely, how many candidates went !%, also Fnownas the inamous no show or their interBiewA )et clear eGpectations to aBoidmisunderstanding and promote a harmonious candidate/recruiter relationship.

)o by ocusing not only on the candidate you place, but also the ones you didnNt andensuing that all applicantNs who touch your recruitment process haBe a positiBeeGperience, you will be well on your way to creating a positiBe Candidate buLL.

(or more inormation about promoting your staing company and creating a positiBe apositiBe word o mouth adBertising in recruitment and staing, see the article Y1uildingthe 1uLL or our #ecruitment CompanyY.

+hapter ** " 5easuring Success

)o how do you Fnow how well your interBiew process is worFingA 5ow would you Fnowi improBements haBe been madeA -iFe the old saying goes, :what gets measured getsdone;. 1y implementing a measurement process and using metrics, you show yourstaing team, clients and candidates that Duality and continuous improBement matters.

!etrics liFe ualit of hire and send out to hire ratios can use to help you monitor theeectiBeness o your interBiew process and candidate Duality. Time to fill ratios,especially or reBenue generating positions can be used to show your client the daily costor Eobs not illed and thus proBe your staing Balue. n addition, measuring yourperormance can allow you to benchmarF against your client to proBe your Balue. $hemessage you want to show your client through measurement is not that you proBide a;warm body in the seat;, but that the# can find better candidates with your serBice thanthey could without. (urther, that you can do all o this DuicFer than they could alone andthus saBe them money. $hese Fey measurements and can be the dierence betweenbeing perceiBed a transactional serBice proBider to strategic staing partner.

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+hapter *2 " ,bout !mploPrep

+'fter a the effort #ou put into finding good candidates, wh# not pro!ide them a!auabe job preparation resource and send them better prepared to an inter!iew/

'mployPrep is the only Ywhite?labelY career training sotware as a serBice H)aa)I or thestaing and recruitment industrys candidates. our candidates gain a competitiBe edgethrough proessional online career training R coBering eBerything rom resume writing toadBanced interBiew sFills. %nd all they need is a computer with nternet

access. $his online career training tool is ully customiLable, easy to set up, andshowcases your staing and #ecruitment Companys name, logo and colors, etc.integrates easily with your website.

(or more inormation about 'mployPrep, Bisit www.employprep.com, or an oBerBiew oryou may contact us to reDuest a ree trial.

$hanF you or your interest in 'mployPreps, :The Job Interview Guide;. 6e hope youenEoyed this booF, and inBite you to subscribe in a reader or be notiied by email to getupdates to inormation, tips and tools or the staing and recruitment industry.

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,ppendiD ,

Top 2< Behavioral Interview 8uestions



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I%TRO('+TIO%

$his section contains the most common behaBioral interBiew Duestions to asses the top2< ob reuired competencies common across all Eobs. $he ollowing list has been



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compiled based on our eGperience haBing hired or many dierent Eobs, in a Bariety oindustries, at all leBels.

6e haBe not only proBided you the Duestions that will liFely be asFed by 5uman#esources proessionals but we haBe also included Fey :search for; points. $hese Feypoints are the ones that your interBiewer or panel will be looFing or in your answer.

6hen it comes to Eob interBiews, our motto is that preparation is the Fey to success. 6eare conident that i you taFe the time to Eot down points or each o the Duestion, youwill haBe a successul interBiew. ust thinF how ar ahead o the competition you will bewith this booF.

I%STR'+TIO%@Copy right 2007www.employprep.com3/27/200958
http://www.employprep.com/http://www.employprep.com/http://www.employprep.com/http://www.employprep.com/http://www.employprep.com/


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1elow is the list o common Eob reDuired competencies. "n the ollowing page, reBieweach competency so you understand the dimension that is being assessed. %nswer



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each behaBioral interBiew Duestion in point orm, in the blanF space proBided. 'nsureyou speaF to the Fey :search forA points)

2< 5ost +ommon Job Reuired +ompetencies

0eadership Team

Building

Performance /ocus

+ommunication

Initiative

Interpersonal

+ustomer Service

Problem Solving

(ecision 5a?ing

Technical

!thics PrioritiCe

Strateg

Judgment

(ecision 5a?ing

+hange Implementation

0eadership

,ssertiveness

+reativit

Goal Setting

0eadership

%bility to support others to new achieBements



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1uild group cohesion and commitment to reach common goals#ecogniLing success.



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$lease describe a time when you successfully motivated a team to wor% towardsa common goal, such as completing a pro#ect or a new initiative. &ow did you

reach the goal with the team and how did you %now you were successful?

Search forE

5ow did you persuade team members to ollow your adBice and worF togetherA 5ow did you delegate worFA 6hat communication approaches did you use to help you lead the teamA


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Team Building or Team #or?

%dding Balue to the worF o others.)upporting and helping team succeed.nBolBing group in setting goals. planning and eBaluation.Creating eectiBe teamworF.

$lease describe your e'perience in wor%ing with an individual to help them

succeed on a particular pro#ect or in their daily assignments?

Search forE 6hat was the process you used to assist the indiBidual in going rom their current

situation to one where they were successul in completing proEects/dailyassignmentsA



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Performance /ocus

Clariying indiBidual roles or perormance improBementnstilling conidence and encouraging initiatiBe through delegation o authority andcommitment o resources

Tell us about a time when you had to assist in the performance improvement of adirect report?

Search forE

6hat was the process you used to assist in the perormance improBement o theindiBidualA 5ow was an enBironment maintained whereby the indiBidual could taFe risFs andlearnA id the indiBidual encounter obstaclesA 5ow did you help him/her in oBercoming

themA 6hat was the outcomeA


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+ommunication

%bility to promote trust and commitment through enthusiastic Berbal, non?Berbal and written presentation.%bility to listen and understanding.

$lease describe a time when you have communicated a new initiative or plan to

staff or team members?

Search forE

6hat was the process you tooF to communicate the to sta or team membersA 6hat orms o communication did you use when communicating the messageA 5ow did you ensure that the message you gaBe was understood both clearly andaccuratelyA id you receiBe eedbacF rom your staA 5ow did you handle eedbacFA


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Initiative

%bility to act and maFe decisions without the help or adBice o other people.

$lease tell us about a time when you launched a successful program or initiative?

Search forE

6hat were the steps you tooF in the process o launching this initiatiBeA 5ow did you ensure that employees understood the issues inBolBed in the initiatiBeA 5ow did you gain the cooperation o others, with respect to promoting this

initiatiBe in the worFplaceA id you encounter any obstaclesA 5ow were they oBercomeA


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Interpersonal

%bility to empathiLe with the clientNs point o Biew and to conBey respect or and understanding o theirsituation and concerns.

Tell us about a time when you were able to convey respect and understanding ofa client(s concern?

Search forE

6hat was your approach to dealing with the clientA 5ow did you ensure your understanding o the clientNs concernsA 6hat was the outcome o the situationA


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+ustomer Service

%nticipate and actiBely inBestigate client needs, seeF opportunities to assist clients or their beneit.%ctiBely understand and solBe client problems in a timely manner, and ollows up toensure that due

resolution.

Tell us about how you have maintained a client focus in your e'periences as a

manager, perhaps in dealing with new clients or maintaining a good relationshipwith e'isting ones?

Search forE

6hat steps do you normally taFe when dealing with a new clientA 5ow do you prioritiLe your client interactionA 5ow do you ensure that ollow?up, when necessary, occurs with the clientA


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Problem Solving

'ncouraging change and improBement by seeFing solutions, thinFing rom dierent perspectiBes.

$lease give us an e'ample of when you have come up with a creative solution to

a problem or issue?

Search forE

5ow did you decide that the solution you used was the best or the situationA 6hat risF was inBolBedA


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(ecision 5a?ing

Process o maFing choices or reaching conclusions, especially on important business matters.

Tell us about a time when you have had to consider a wide variety of departments

or sta%eholders when ma%ing a decision?

Search forE

5ow did you determine who you needed to consider when maFing the decisionA 6hat did you haBe to taFe into account when maFing the decisionA 6hyA 5ow did the decision you made aect other areasA


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Technical

%bility to access, analyLe, and deliBer Fnowledge and understanding by applying technologies andprocesses.

Tell us about a time when your technical %nowledge helped you to deliver betterservice?

Search forE

6hat technologies and processes did you applyA 5ow did you go about accessing the reDuired technical resourcesA 6hat process did you use to conBey Fnowledge and understandingA


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!thics

'ncouraging ethical conduct and analysis and Eudgment.

Describe a situation in which you demonstrated a strong ethical stance at wor%,

despite pressure to do otherwise?

Search forE

6hat were the risFs inBolBed in taFing the strong stance that you didA 5ow did you oBercome the pressure to change or weaFen your stanceA 5ow did the position you tooF aect the relationships that you haBe with the othersinBolBedA


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PrioritiCe

$hinFing ahead and actiBely integrating multiple priorities.

)ive us an e'ample a time when it was necessary that you manage multiplepriorities while maintaining focus on the overall strategic goals?

Search forE

6hat process do you use to determine the prioritiesA 5ow did the priorities support Hor notI the strategic goalsA 5ow did you consider/incorporate other prioritiesA


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Strateg

%bility to balance strategic and long?term planning with day?to?day reDuirements.

Tell us about a time when it was necessary for you to re*evaluate the day*to*day

tas%s in order to support the long*term strategic ob#ectives of the department orcompany?

Search forE

5ow was it recogniLed that a re?eBaluation o the day?to?day operations wasreDuiredA 6hat process was used to ensure that the long?term strategic obEectiBes were

supported by the day?to?day operationsA 6ere obstacles encounteredA 5ow were the obstacles oBercomeA


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Judgment

%pproaching issues with clear problem analysis and alternatiBe solutions(orming sound conclusions that can be implemented.

)ive us an e'ample of a time when you applied good #udgment in coming up witha solution to a comple' problem or issue?

Search forE

escribe the problem. 6hat made it compleGA 6hat was the process you used to identiy the issue, analyLe it and

determine appropriate solutionsA 5ow did you weigh the alternatiBe solutionsA 5ow was the solution implementedA


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(ecision 5a?ing

Process o maFing choices or reaching conclusions, especially on important business matters.

Tell us about a time when you persisted in ma%ing and implementing a decision

and measured achievements?

Search forE 5ow did you attain eectiBe time management with regard to implementing and

measuring the Balue o the decisionA 5ow was the decision implementedA 6hat obstacles did you aceA 5ow were they oBercomeA


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+hange Implementation

(ind common ground among diering areas and to build reason or change.

Tell us about a time when you introduced a new procedure that changed an

e'isting fundamental process?

Search forE

5ow did you determine the Balue o the new procedureA 6hat steps did you taFe to communicate the changeA

5ow did you build support or the changeA 5ow did you deal with criticism to changes/improBementsA


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0eadership

-ead an internal and eGternal Biew and balance multiple needs and perspectiBes to moBe orward.

Tell us about a time when you assessed internal and e'ternal factors in order to

initiate a change?

Search forE

5ow did you assess the eGternal enBironmentA 5ow did assessing the eGternal enBironment assist you in initiating changeA 6hat process did you use to eBaluate the needsA


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,ssertiveness

'ngaging in continuous assessment and improBement o processes$aFing risFs in promoting new ideas and approaches

Tell us about a time when you too% a ris% to introduce a new idea or approach?

Search forE

6hat Find o risF did you taFe to introduce the new idea or approachA 6as there resistance to your ideaA so, how did you deal with itA 5ow did your assertiBeness beneit the outcomeA


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+reativit

'ncourage the deBelopment o understanding and learning.%ssists others to improBe and deBelop.

)ive an e'ample of how you have created a learning environment in yourdepartment?

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5ow did you encourage the creatiBity o othersA 6hat did you do to acilitate the creatiBity process or othersA


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Goal Setting

%nticipate and plan or uture reDuirements and to eBaluate new methods or meeting them.

Tell us about a time when you were involved in planning for the futurere+uirements of the department or company?

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5ow were the uture reDuirements identiied and eGaminedA 6hat process was used to eGamine the uture reDuirements and potential solutions tomeeting themA

the job interview guide v3 - staffing professionals

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