Interview V1[1].1

Interviewing for Talent Aquisition

The Insight to Aquiring RIGHT Talent

“All we can do is bet on the people whom we pick. So my whole job is picking the right people.”

Jack Welch CEO, General Electric

Have you ever found yourself in one of the following situations • Enjoying the interview but realising that you know very little about the candidate’s real ability to do the job • Making assumptions about the person and their abilities without being able to justify • Not having enough questions to ask

Objectives • To Acknowledge Interviewing as a strategic Organisational Image Projection Opportunity • To understand interviewing as a selection tool • To have a step by step guide to plan, prepare and conduct goal-directed interviews • To understand and review the skills required for effective interviewing

Cost of Getting it wrong • • • • • • •

Sourcing and selection, relocation Salaries - candidate’s , manager’s Education and Training Management overheads Decreased productivity Decreased morale Mediocrity begets mediocrity

Top Ten Reasons Why We Make Mistakes

1) We are under pressure to fill the position.

2) We don’t know what we want.

Top Ten Reasons Why We Make Mistakes cont’d

3) Candidates are better trained than we are.

4) We are overwhelmed by GUT FEELING.

Top Ten Reasons Why We Make Mistakes cont’d

5) We experience THE HALO EFFECT.

6) We ask predictable, opinion-based questions.

Top Ten Reasons Why We Make Mistakes cont’d

7) We accept canned responses.

8) We place an over emphasis on can-do factors (as opposed to will-do).

Top Ten Reasons Why We Make Mistakes cont’d

9) We oversell the position.

10) We don’t have an interview strategy.

Three-step Process Step One

Define the Job

Step Two

Assess the Candidate

Step Three Document & Decide

Our Fundamental Principle People come with certain well-established personal characteristics and we need to recognize these characteristics in an individual if we are to make good selection decisions.

Our Fundamental Principle

These personal characteristics are best measured by evaluating past performance The best predictor of future performance is past performance in similar situations

Performance Factors • The intellectual factor – Can the person do the job?

• The motivational factor – Will the person do the job?

• The interpersonal factor – Is the person the right fit for the team/organisation?

The Intellectual Factor • Knowledge – Ability to memorise, repeat and recall information

• Application of that knowledge – Creative, Imaginative, problem solving, analytical

The Motivational Factors • • • •

Personal and Professional goals Interests Personal Drive Eagerness to learn

The Interpersonal Factors • The people behind the resume. • Personal traits that affect performance

The Three Levels of Appraisal LEVEL III LEVEL I

LEVEL II

Attitudes & Beliefs

Knowledge

Self Motivation

Appearance

Acquired Skills

Stability & Persistence

Manners

Training

Maturity & Judgment

Expressiveness

Experience

Interests

Education

Aptitudes/Capacity To Learn

Goals

Credentials

MINIMAL

GREATER

Temperament/Behaviour Patterns

GREATEST

Why We Do What We Do We are overly influenced by Level I - it’s easy We are overly influenced by Level II - it’s objective; feels safe We under emphasize Level III - it’s difficult; requires judgment

LEVEL III Attitudes & Beliefs Self Motivation Stability & Persistence Maturity & Judgment Aptitude/Capacity to Learn Temperament/Behaviour Patterns

ATTITUDES AND BELIEFS

Attitudes and Beliefs • A Positive, optimistic Approach to Life and Work • Confidence in One’s Own Abilities • Demonstrates High Personal Standards • It is more our Attitude rather than our Aptitude that determines our Aptitude

SELF MOTIVATION

Self Motivation • Goes above and beyond what is expected • Attacks projects and tasks with energy • Passionate about work activities

STABILITY AND PERSISTENCE

Stability and Persistence • Consistent Goals and Interests • Overcomes Obstacles • Finishes what one starts

MATURITY AND JUDGMENT

Maturity and Judgment • Takes personal responsibility for actions • Will forego short-term rewards for longer-term benefits • Takes a common-sense approach

APTITUDE/CAPACITY TO LEARN

Aptitudes and Capacity to Learn • A history of learning new skills • Continued education, often self-initiated • Readily absorbs information and new concepts

TEMPERAMENT/BEHAVIOUR PATTERNS

Temperament/Behaviour Patterns

• Is competitive, likes to take control, or is happy to take direction • Prefers a structured or unstructured environment • Is oriented toward people or takes an analytical approach

LEVEL III Attitudes & Beliefs Self Motivation Stability & Persistence Maturity & Judgment Aptitude/Capacity to Learn Temperament/Behaviour Patterns

Bottom Line ●

Hiring Exceptional people has nothing to do with assessing surface qualities

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Appraise people by their past actions over time

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Appraising past actions is not easy, but, with training and practice, anyone can learn to do it

Managing Interview • • • • • •

Smile, lean forward, look interested Listen actively Use prompters, maintain eye contact Give non judgemental responses Be encouraging Avoid getting into debates with the candidate Keep the mood relaxed and conversational

W-A-S-P Interview Welcome

Ask

Supply

Part

Put the candidate at ease

» Greet Candidate » Introduce yourself » Chat

Collect information

» Ask questions » Probe » Observe

Give Information

» Answer questions about company, culture etc

Close the interview

» Decide further course of action » Commit on a date

So…

Be Ready

TYPES OF INTERVIEW QUESTIONS

RAPPORT BUILDING

FACT BASED

OPINION BASED

CLOSED-ENDED

GENERAL, OPEN-ENDED

SITUATIONAL

BEHAVIOUR BASED

Situational Questions

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What would you do if...

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Create a hypothetical job situation and ask how the candidate would respond

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Ideal for candidates who do not have a great deal of directly-related experience

Developing Behavioural Questions 1. What are the key goals/expectations for the position? 2. List examples of the key challenges the individual will face to achieve those goals. 3. Turn these examples into questions. Remember to... focus on the past give direction search for critical incidents

Probes What was the situation?

What did you do?

What was the outcome?

By the way, who were you reporting to at that time?

3 Common Responses to Behaviour-based Questions 1)

Silence “take your time” restate question

2)

Generalities

3)

The Verbal Explosion

Your Success As an Interviewer Depends on:  Clearly understanding the job requirements  Establishing rapport & getting open communication  Drawing out relevant information from the history  Interpreting the history within the context of the three levels  Making an informed decision

And now you have to…

Document & Decide

Initiative Questions 2.What career accomplishments are you most proud of? 3.How do you feel about being closely (or loosely) supervised? 4.What did you dislike about your most recent job? 5.What did you do to change it?

Motivation Questions 2.What are your goals for the next two years? Next five years? 3.What have you done to continue your education that is related to your career? 4.What does "job security" mean to you?

Attitude Questions 1. What job values are important to you? 2. What do you think of your most recent boss? 3. How do you feel about doing routine work?

You hope you don’t hire anybody who is stupid, but, if you do, pray that they don’t have a lot of energy. Robert Goizueta, Coca-Cola