the selection interview

SELECTION INTERVIEW

Agenda

Introduction Types of interviews Three steps in successful interviewing The interview schedule The interview guide Conducting the interview Types of Interview Interview review The interviewee Interviewer errors

Definitions

Interviews are in essence guided dialogues to gain information, made effective by using a well prepared interview guide

INTERVIEWING:INTERVIEWING:

An interviewis a “presentation of self” for the interviewer, the interviewee, and the organization.

A Definition Of An Interview

1. Gather

2. Analyze

3. Decide

4. Act

A Four Point Process

The Basics of Interviewing

Structure of the InterviewStructure of the Interview

OpeningOpening

the Interviewthe Interview

5%5%

GatheringGathering

InformationInformation

80%80%

GivingGiving

InformationInformation

10%10%

ClosingClosing

the Interviewthe Interview

5%5%

The Basics of Interviewing…

Making small talkMaking small talk Making the candidate Making the candidate

comfortablecomfortable Introducing yourselfIntroducing yourself Structuring the Structuring the

interviewinterview


OpeningOpeningthe Interviewthe Interview

5%5%

GatheringGatheringInformationInformation

80%80%

GivingGivingInformationInformation

10%10%

ClosingClosingthe Interviewthe Interview

5%5%


Using open-ended Using open-ended behavior behavior questionsquestions

ProbingProbing

EvaluatingEvaluating



5%5%


80%80%


10%10%


5%5%


Telling about Telling about the job the job

Selling the Selling the opportunityopportunity



5%5%


80%80%


10%10%


5%5%


Describing Describing next steps next steps and timingand timing

Thanking the Thanking the candidatecandidate



5%5%


80%80%


10%10%


5%5%

Making small talkMaking small talk Making the Making the

candidate candidate comfortablecomfortable

Introducing yourselfIntroducing yourself Structuring the Structuring the

interviewinterview

Using open-Using open-ended behavior ended behavior questionsquestions

ProbingProbing

EvaluatingEvaluating

Telling about Telling about the job the job

Selling the Selling the opportunityopportunity

Describing Describing next steps next steps and timingand timing

Thanking the Thanking the candidatecandidate




5%5%


80%80%


10%10%


5%5%

Structuring An Interview

BeginningWelcome the candidate Panel Introductions Advise candidate of interview structure Initial note-taking

Middle Competency based questioning Note-taking

End Invitation to candidate to ask questions Tell them of decision making process Check contact details are correct Thank the candidate for coming

Post Interview

After the candidate has left the room each panel member and the Chair comes to their initial individual assessment of the candidate against each of the Core Competences. This should be done without discussion, so there is no undue influence on any individual’s assessment. Panel members may, however, wish to refer to each other’s notes of the interview.

The rating scale for recruitment for most posts in the MOJ that are underpinned by competences is: 0 – No Evidence 1 – Some Evidence 2 – Demonstrated 3 – A Strength

Panel members will then total up these ratings to arrive at their initial overall mark. The Chair will then ask the panel members to disclose their marks, then disclose his/her own. The panel should then discuss their ratings and attempt to agree a mark for each Core

Competence. This is not essential but any major discrepancies should be resolved. An overall mark is then agreed

and the rating form completed.

Recording Evidence

Candidates have legal right to see their interview notes - they can be used as evidence in discrimination claims.

AVOID: Making general classificatory statements – such as ‘he was insensitive to

others’ or ‘she showed poor leadership’ Interpreting actions – ‘sounds like she left her previous job because she

couldn’t cope’ Imparting feelings to the actions – such as ‘he was disappointed about his

performance’ Describing underlying personality characteristics – such as ‘she was

conscientious and disciplined’

Making The Decision

Interview performance of all candidates should be discussed and scores awarded to each candidate

Any candidate who has not sufficiently demonstrated any “essential” interview criteria should not be appointed

Identify the candidate who has best demonstrated the desirable criteria (a candidate who has partially met the criteria may still be considered)

Should two candidates score equally, then identify which candidate scored higher against the most important criteria

If none of the candidates sufficiently meets your criteria, do not feel you have to appoint – but consider the implications on your service or department if you do……

What happens between the interviewee and interviewer tends to have a greater influence on the outcomes of the interview than do the actual job requirements.

Relationship Between Interviewer & Interviewee

Pre Interview Objectives

Job Descriptions Design job descriptions that identify the qualifications a person

needs to do a particular job.

Utilize the job description as a basis for a structured interview guide.

Use pre interview planning formats on which to do your recruitment “homework.”

Interview Objectives

Interview Format, Screening & Listening. Screen candidates through effective evaluation of their resumes or

job applications.

Identify the tools that are useful in conducting an interview effectively.

Interview effectively by listening more and talking less, and by asking the right, legal questions.

Post Interview Objectives

Final Decisions

Make sound hiring decisions based on specific job criteria

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Three steps in successful interviewing

Preparation: produce an interview schedule and interview guides.

Execution: conduct the interviews Review: write up the interview notes

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InterviewInterviewscheduleschedule

InterviewInterviewInterviewInterview

guidesguidesInterviewInterview

notes formatnotes format

Who you are going to Who you are going to interview, why, when interview, why, when and where?and where?

What questions are What questions are you going to ask?you going to ask?

What results were What results were obtained?obtained?

• Information foundInformation found• DecisionsDecisions• ActionsActions

• StructureStructure• RapportRapport• ListenListen• ProbeProbe• ClarifyClarify

An interview guide should be created prior to all interviews to ensure the interviews An interview guide should be created prior to all interviews to ensure the interviews are focused and efficient and enable comparison and summarisation.are focused and efficient and enable comparison and summarisation.

Steps in the interview processSteps in the interview process

PreparationPreparation ExecutionExecution ReviewReview

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Name Position Rationale Date

John Smith R&D Manager To understand R&D strategy and get future R&D expenditures

25/4

Roy Wilkinson Head of metalurgical research

To get facts on competitor Xs latest development. In particular:

Potential customers Our position

27/4

Bob Johnson Lab assistant

The interview scheduleThe interview schedule

An interview schedule is helpful, to track who is going to be interviewed, when and why.

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Preparing the interview guide

Determine the objectives of the interview.

Plan the structure of the interview.

Prepare interview questions.

Prepare additional notes if they assist. For example having an organisation chart helps in clarifying roles and responsibilities.

The interview guide enables standardisation of interviews for effective comparison and summarisation

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Focused

Many interviewees tend to go ‘off on tangents’ during interviews. Your interview guide should clearly state the boundaries for your interview. These should be stated generally at the beginning with more specific instructions to refocus when appropriate.

Quantifiable

Open questions tend to produce long answers that are difficult to quantify and compare. If you need measured responses ask the interviewee to assign a value to their answer so direct comparisons to be made. For example How reliable is the current system, what score would you give it out of ten?

Complete

Check that the guide addresses all the objectives of the interview and have a colleague review it.

Guidelines for structuring an interviewGuidelines for structuring an interview

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Interview execution

Interviews are exceptionally rich sources of information. However, no two interviewees are alike: some tend to ramble, others are suspicious and curt, some will need only the slightest encouragement to speak their minds, while others will have to be guided along.

The interviewer’s job is to conduct the interview to gather the information required, which takes skill, practice and structure.

Once you have concluded your interviews, they must be summarised to yield the ‘big picture’.

Your questions should therefore allow for valid comparison and summarisation of your interviewee’s viewpoints.

Listen to the answers and request clarification if necessaryAvoid making criticisms or taking sides

Keep control of the interview: refocus the interviewee if they are rambling or clarify if they misunderstood the question

Stay focused and follow your interview guide

Allow the interviewee to ask questions

How to conduct the interview

Introduction

Body

Wrap-up

Conduct at their place of work where possible Always state the reason for the interview and how it will be conducted Put the interviewee at ease Ask the interviewee if they agree to you taking notes

Thank the interviewee Advise them what the next steps are and the timeframe

Build rapport

Your interview needs to balance the building of rapport and collecting of required information.

Introduction

Gain rapport first. Explain the context, set the tone, and make the interviewee feel at ease. The introduction serves to:

• Introduce yourself

• Gauge the interviewee’s style, expectations and concerns

• Confirm the timeframe

Sequence the interview items

Items should be ordered by importance and sensitivity. A non-threatening format for interviews involves the careful arrangement of interview topics:

• General before specific

• Historic before current

Listen and question

Listen

To reassure the interviewee you are listening and to gain information:• use non-verbal cues such as head nods to show you are listening.• wait until the current question is answered before preparing the next one• listen for emotions and attitudes as well as facts• interrupt only if you sense avoidance of answering the question or if the interviewee has drifted

too far from the topic• request clarification and ask follow on questions

Ask open questions

To initiate discussion on a broad subject and to encourage a comprehensive explanation:• use clear, direct phrasing that asks a single question• ask how, what or when but avoid the intimidating why question

Ask closed questions

To elicit a specific reply:• use this type of question sparingly to avoid appearing as an

interrogator• ask in order to understand rather than impress• be concise

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Open questioning

Advantages Disadvantages

• Puts interviewee at ease

• Interesting for interviewee

• Provides depth of detail

• Reveals other areas of enquiry

• You may lose control

• May use up too much time

• Interviewer may appear unprepared

• Harder to analyse later

• Lower reliability of data

Examples:

“So what do you enjoy about the role?”

“Are there any other issues I should be aware of?”

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Closed questioning


• Efficient use of time

• Easy to compare interviews

• Higher reliability of data

• Less interviewing skill needed

• Focuses interviewee

• Can be boring for interviewees

• Doesn’t provide the opportunity to qualify answers

• You may miss other areas

Examples:

“Is the new form better or worse than the old form?”

“Is it Mary or Jane who enter the application details?”

“Do you stamp the form before or after the details are recorded?

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Probe questioning


• Provides data on new aspects

• Supplies detail in context

• Shows interest in conversation

• Can appear threatening

Examples:“How does that happen?” “How did that change impact your department?” “What specifically do they do as a result of that?”

Probe questioning is honing in on a particular area of interest and drilling down to obtain more detail. It includes asking for more information to clarify a vague phrase or statement made by the interviewee such as ‘quite high’ or ‘often late’. Probe questioning needs to be balanced with open and closed questioning to avoid the interview seeming like an interrogation.

Paraphrasing

Paraphrasing is a technique used to confirm or clarify something the interviewee has said or implied. There are three levels of paraphrasing:

The first level confirms or clarifies expressed thoughts and feelings, for example: “so there are three factors that determine the present situation”

The second confirms implied thoughts or feelings, for example: “so you would really like to change this situation”

The third surfaces core thoughts or feelings, for example: “you are afraid that it might make things worse for you” or “so you think the strategy is wrong” (Note that with paraphrasing of feelings you can trigger a strong emotional response particularly with this third option )

• Write interview notesWrite interview notesas soon as possible after the as soon as possible after the interviewinterview

• Outline key findings,Outline key findings,note emerging hypothesesnote emerging hypotheses

• Consider how findings fit Consider how findings fit with earlier evidencewith earlier evidence

• Identify gaps to beIdentify gaps to befilled in subsequentfilled in subsequentinterviewsinterviews

• Write interview notesWrite interview notesas soon as possible after the as soon as possible after the interviewinterview

• Outline key findings,Outline key findings,note emerging hypothesesnote emerging hypotheses

• Consider how findings fit Consider how findings fit with earlier evidencewith earlier evidence

• Identify gaps to beIdentify gaps to befilled in subsequentfilled in subsequentinterviewsinterviews

Interview notes are valuable when sharing information with other team members.

Key StepsKey Steps

Interview NotesInterview Notes

Interviewees:Interviewees:

Interviewers:Interviewers:

Location:Location:

Date:Date:

KEY FINDINGSKEY FINDINGS

BACKGROUND AND BACKGROUND AND SITUATIONSITUATION

DISCUSSION NOTESDISCUSSION NOTES

NEXT STEPSNEXT STEPS

Interview NotesInterview Notes

Interviewees:Interviewees:

Interviewers:Interviewers:

Location:Location:

Date:Date:

KEY FINDINGSKEY FINDINGS

BACKGROUND AND BACKGROUND AND SITUATIONSITUATION

DISCUSSION NOTESDISCUSSION NOTES

NEXT STEPSNEXT STEPS

FormatFormat

Interview reviewInterview reviewA standard interview note format is useful in orienting interviews to results:A standard interview note format is useful in orienting interviews to results:

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The nervous intervieweeThe nervous interviewee

Be very explicit in setting the scene, tell why you are there and what they can Be very explicit in setting the scene, tell why you are there and what they can expect. Establish rapport and make sure you are relaxed and confidentexpect. Establish rapport and make sure you are relaxed and confident

The non-talkerThe non-talker

Make a special effort to build rapport and find common language and Make a special effort to build rapport and find common language and experiences. Avoid closed questions, use open questions to draw them outexperiences. Avoid closed questions, use open questions to draw them out

The angry/hostile intervieweeThe angry/hostile interviewee

Do not tolerate threatening behaviour.Do not tolerate threatening behaviour.

If anger is directed at you:If anger is directed at you:

• admit your mistake if you are wrongadmit your mistake if you are wrong

• stay calm, avoid getting angry in returnstay calm, avoid getting angry in return

If anger is directed at others:If anger is directed at others:

• do not get involved and do not taking sidesdo not get involved and do not taking sides

• correct misinformation tactfully correct misinformation tactfully ie do not challenge honestly held opinions ie do not challenge honestly held opinions

Adjust your style to suit the intervieweeAdjust your style to suit the interviewee

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Poor interviewing behaviour

× Did not make an appointment

× Arrived late

× Was rude

× Exhibited one upmanship

× Did not explain the purpose of the interview

× Did not explain the scope of interview

× Used jargon

× Became confrontational

× Was inconsiderate

× Talked down to the interviewee

× Abruptly ended the interview

× Did not explain what happens next

Examples:Examples:

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Do not× Arrive without warning

× Forget interviewee’s name or role

× Show off

× Criticise

× Interrupt

× Be impatient

× Use coarse language

× Fidget, lounge or appear bored

× Go over time without agreement from interviewee

× Fail to thank the interviewee for their time

Types of Interview

The Screening Interview The Selection Interview The Group Interview The Panel Interview The Stress Interview

Screening Interview

Your first Interview with a particular employer will often be the screening Interview. This is usually an Interview with someone in human resources; it may take place in person or on the telephone. He or she will have a copy of your resume in hand and will try to verify the information on it. The human resources representative will

want to find out if you meet the minimum qualifications for the job and, if you do, you

will be passed on to the next step.

Selection Interview

The selection Interview is the step in the process that makes people the most anxious. The employer knows you are qualified to do the job, while you may have the skills to perform the tasks that are required by the job in question; the employer needs to know if you have the personality necessary to "fit in." However, more than one person being Interview ed for a single opening may appear to fit in. So job candidates are often invited back for several Interviews with different people before a final decision is made.

The Group Interview

In a group Interview, several job candidates are Interview ed at once. In any group, there is a natural process that takes place where the group stratifies into leaders

and followers. The Interviewer may also be trying to find out if you are a "team player." The type of personality the employer is looking for determines the outcome of this Interview. There is nothing more to do than act naturally. Acting like a leader if you are not one may put you into a job for which you are not appropriate.

Stress Interview

Stress Interview is a technique sometimes used to weed out candidates who cannot handle adversity. The Interviewer may try to artificially introduce stress into the Interview by asking questions so quickly that the candidate doesn't have time to answer each one. Another Interviewer trying to introduce stress may respond to candidate’s answers with silence. The Interviewer may also ask weird questions, not to determine what the candidate answers, but how he or she answers.

Behavior-Based InterviewingBehavior-Based Interviewing

WHATWHAT is it ?is it ?Basing interview questions and Basing interview questions and candidate assessment on job candidate assessment on job relevant past behaviorrelevant past behavior


Make better hiring Make better hiring decisions . . . past behavior, decisions . . . past behavior, particularly if it’s recent, particularly if it’s recent, relevant and sustained, is the relevant and sustained, is the best predictor of future best predictor of future behaviorbehavior

Minimize legal exposure . . . it’s Minimize legal exposure . . . it’s the most objective way to the most objective way to assess a candidate’s assess a candidate’s qualificationsqualifications

WHYWHY use it ?use it ?


Open-ended behavior questionsOpen-ended behavior questions

General General ExperiencesExperiences

Specific ExperiencesSpecific Experiences

ProbesProbes

SituationSituation

ActionAction

ResultResult

ClarifyClarify

Get more informationGet more information

Look for contrary Look for contrary evidence / confirmationevidence / confirmation

MaintenanceMaintenance

Maintain accepting and friendly Maintain accepting and friendly facial expressionsfacial expressions

Use a broad vocal rangeUse a broad vocal range

Use candidate’s name from Use candidate’s name from time to timetime to time

Talk 10%, listen 90%Talk 10%, listen 90%

Maintain eye contactMaintain eye contact

Show approval and enthusiasmShow approval and enthusiasm

Soften negative responsesSoften negative responses

Encourage candidate with head Encourage candidate with head noddingnodding

Note TakingNote Taking

Take extensive notes without Take extensive notes without writing whole sentenceswriting whole sentences

Develop a system that works Develop a system that works for youfor you

Capture content and contextCapture content and context

Don’t write negatives as soon Don’t write negatives as soon as candidate states themas candidate states them

Keep your notes away from Keep your notes away from candidate’s direct visioncandidate’s direct vision

TipsTipsTipsTips

The Basics of InterviewingThe Basics of Interviewing

Types of QuestionsTypes of Questions

Open vs. ClosedOpen vs. Closed

Closed questions can be Closed questions can be answered “yes” or “no” . . . answered “yes” or “no” . . . have their purpose but have their purpose but should be limitedshould be limited

-- Did, Do, Are, Will, Would, Did, Do, Are, Will, Would, ShouldShould

Open-ended questions Open-ended questions require explanation . . . require explanation . . . candidate must organize candidate must organize thoughtsthoughts

- - Describe, How, Explain, Describe, How, Explain, Tell me, WhatTell me, What

Self-Evaluation / OpinionSelf-Evaluation / Opinion

ExamplesExamples:: What are your What are your strengths?strengths?

What is the best What is the best way to close a way to close a

sale?sale?

No real evidence about what No real evidence about what the candidate actually does or the candidate actually does or how they will behave in the how they will behave in the futurefuture

A skilled interviewee will tell A skilled interviewee will tell you what you want to hearyou what you want to hear

Types of QuestionsTypes of Questions

HypotheticalsHypotheticals

Examples:Examples: How would you How would you handle a sales associate handle a sales associate

who refuses to complete who refuses to complete required paperwork but is required paperwork but is delivering delivering good results?good results?

““Hypos” help you Hypos” help you understand a candidate’s understand a candidate’s thought process and ability thought process and ability to think on his/her feetto think on his/her feet

Don’t use “hypos” to predict Don’t use “hypos” to predict future behavior . . . it’s easy future behavior . . . it’s easy to talk a good gameto talk a good game

Open-Ended Open-Ended Behavior QuestionsBehavior Questions

Example:Example: Tell me about a Tell me about a particularly challenging particularly challenging negotiation with a negotiation with a

customer. customer. How did you How did you prepare? prepare? What was the What was the outcome?outcome?

These questions allow for a These questions allow for a more objective assessment of more objective assessment of the candidates qualificationsthe candidates qualifications

Use whenever possibleUse whenever possible

Legal Guidelines: InterviewingLegal Guidelines: Interviewing

The interview should only gather information which is job related.The interview should only gather information which is job related.

Topics to avoid include:Topics to avoid include:

AgeAge RaceRace SexSex Marital StatusMarital Status National origin/ancestryNational origin/ancestry

Religious denominationReligious denomination DisabilityDisability Stand on civil rightsStand on civil rights Arrest recordArrest record

Pregnancy or family planningPregnancy or family planning Child care arrangementsChild care arrangements Credit ratingCredit rating How long plan to workHow long plan to work

If it is not job-related or when in doubt, don’t ask it!If it is not job-related or when in doubt, don’t ask it! Don’t give the wrong reason for rejection.Don’t give the wrong reason for rejection. Make no representation about employment duration.Make no representation about employment duration.

Only ask questions that allow you to assess whether or notOnly ask questions that allow you to assess whether or not

a candidate is qualified to perform the job.a candidate is qualified to perform the job.

Consult with your HR or Legal Staff.Consult with your HR or Legal Staff.

Structured/Competency Based Interviews

• Panel should agree on what competency based questions will be asked in advance

• Questions must relate to advertised selection criteria • Same questions asked of every candidate in the interests of fairness• Use of scoring / rating system (i.e. 0-4)• Gathering of evidence: taking notes

Question Types: Open

These invite more than a one-word answer. They usually start with: “What?” eg “What else were you aware of?”

“How” eg “How did you tackle that?” “Why” eg “Why did you do that?”

The same effect can be achieved by phrases used as questions, such as: “I’d like you to tell me about a time when …”

“ I wonder if you can think of an example of …” or by direct requests like:

“Would you enlarge on that a little for me please?” If used as a follow-up to another question in this way, these questions are sometimes

described as probing. There may be times when you need to control the flow of information a little while you

monitor its relevance.

Question Types: Closed

These invite only a one-word or very brief answer. They often start with: “When? eg “When was that?”

“Where?” eg “Where were you based?” “Who?” eg “Who else was involved?”

“How?” eg “How many times did that happen?” The replies are likely to be explicit and factual – a date, a place, a name, a number.

Equally, succinct responses will be elicited by direct Yes/No questions. These may start:

“Did you …? “Have you …?

“Could you …?” “Will you ….?”

The replies should tell you whether the candidate did or didn’t or has or hasn’t. Judicious use of closed questions helps to clarify or confirm factual data. It also speeds up the pace of a slow-moving interview.

They are therefore rather more useful than they might appear at first . Where they can be counterproductive is where the candidate is already inclined to staccato replies. Then you really will have to provide every encouragement for him or her to open up.

Question Types: Leading

Variants of the closed question, leading questions are to be avoided at all costs.

You may think you know what you want the candidate to say.

Constructing your questions in a way that makes this a foregone conclusion adds nothing to the assessment.

Questions which state or imply “You do, don’t you?” demand the answer “Yes”.

Those that are phrased “You don’t, do you?” demand a “No”.

Avoid them unless you really do just want to see whether the candidate will contradict you.

Question Types: Multiple

In trying to make your questions clear and easy to understand you may find yourself amplifying what started off as a simply worded question. When this happens you will probably end up with a multiple question. For instance:

“I’d like you to give me an example of something you found particularly hard to master … I mean something you tried to learn that you found difficult to

understand, or perhaps something that you feel you learned in theory but then found hard to apply.”

The candidate is faced with a choice of questions – and you may find it hard to interpret the reply.

Try to avoid such confusion. Ask one question at a time

Question Types: Probing

Whatever type of question you have asked, never be frightened to seek a more detailed understanding. Don’t feel inhibited from asking:

“What else?”

“What then?”

“What do you put that down to?”

“What influenced you?”

or any other question that gets you closer to the situations described by the candidate. If a very positive picture is being painted, probe to see if there is another side to the story. If the picture that is emerging appears negative, be equally rigorous in probing for examples or information which may counterbalance this.

Probing questions are the best method of gathering evidence competence, on the basis that past behavior is the best predictor of future performance. See overleaf for some examples of competency-based probing questions.

Types of Interview Bias

Bias in interviews takes many forms. The old school tie, the shared hobby, social class, age, physical appearance, can all affect your judgment and

predispose you in favour of a particular candidate – who may or may not have the attributes you seek……common forms of interview bias are

Stereotyping Snap Judgments Negative Information Horns/Halo Effect Prejudice

Types of Interview Bias…..

Stereotyping:“People whose eyes are close together are dishonest”, “never trust a man in a bow tie”. Generalizing about people on the basis of what they look like or one aspect of their behavior is potentially dangerous.

Whether the stereotype is physical (“People with red hair have quick tempers”), racial (“Indians always work really hard”), or social (“He’s one of the lads; it would be good to have him on board”) – avoid them at all costs

Snap Judgments: First impressions do count, but they are often wrong. Resist the temptation to put too much weight on the first few minutes of the interview unless you really need someone who makes an instant impact. Examine the evidence against all the relevant criteria, not just the physical appearance or interpersonal skills you register as the candidate walks in.


Negative Information: One poor piece of evidence can easily outweigh three good pieces. For a balanced view, you must prevent this. If there appear to be some negatives, don’t write the candidate off or shy away from fear of mutual embarrassment. Probe fully to make sure you don’t jump to conclusions based on half the facts. If you investigate further you may find the candidate emerging in a much more positive light.

Prejudice: The same factors which can bias you in favour of one candidate can prejudice you against another. The most insidious forms of prejudice are those based on race and sex – which are also illegal. You may well miss out on some of the best candidates.


Horns and Halo Effect:

HALO : The candidates who scores highly against one or two of your criteria is not necessarily perfect. Beware of assuming that the snappy dresser is intelligent or that the articulate speaker has good interpersonal skills. Examine each of your criteria separately.

HORNS: The opposite is also true. Just because a candidate can produce no evidence to meet a particular criterion, don’t assume it’s a lost cause. It may be that there are compensating strengths in other areas.

the selection interview

Documents

interview interviewstructure

interview eginning

givinginformatio information

asics of interviewingstructure

t steps andsteps

candidate anel introductions

anay e

organi ation