Interview & Selection Techniques

Dr. Munir Hourani

Course Content
- Questioning and summarizing skills - Job analysis and descriptions - Person specifications - Types of interview - Methods for attracting candidates - Preparing for the interview - Methods to control the interview - Ending the interview: the biggest mistake and how to avoid - Observation skills - How to obtain references - Presenting the offer - The induction process

Understand the processes involved in recruitment planning Recruitment planning 1. Reason for vacancy: eg employee leaving, increased volume of business, different work, maternity cover, sickness. 2. Decision to recruit: Internal recruitment; external sources of recruitment (use of consultants, recruitment agencies). 3. Cost and time considerations: internal or external sourcing.

Understand the processes involved in recruitment planning 4. Recruitment advertising: internal advertising; external advertising, choice of media, use of external agencies, format and type of advertisement, cost implications. 5. Legal considerations of recruitment advertising. 6. Methods of application: eg letter, online, telephoneetc.

Know the documentation involved in the recruitment process 1. Job description: purpose and standard formats, title of job, department and location of post, broad terms of job, responsible to whom, responsibilities, scope of post, education and qualifications, name of compiler and approver, date of issue.

Know the documentation involved in the recruitment process 2. Person specification: purpose and standard formats, eg job title and reference number; location in management line; essential and desirable attributes; physical characteristics required, attainments and qualifications, previous experience, general intelligence, special aptitudes, temperament and personality, hobbies and interests, personal circumstances.

Know the documentation involved in the recruitment process 3. Application documentation: letter, application form, curriculum vitaeetc.

Job Competencies
Technical Skills What specific kinds of machines will the employee use? What specific kinds of computer hardware/software will they use? Is there a certain specific and prescribed way they must manipulate tools? Performance Skills What tasks and responsibilities are assigned to the position? Look at work habits that reflect the way a person gets a job done.

Assessing Competency
Positive and negative indicators for competency headings can be used as the basis for assessments, Criteria for Performance measures: Performance measures should: be related to the strategic goals and measures that are organizationally significant; Be relevant to and derived from the roles and objectives of the individuals concerned; Focus on outputs, outcomes, inputs and behaviors; Indicate the data or evidence that will be available as basis for measurement; Be verifiable; Be as precise as possible; Provide a sound basis for feedback and action; Be comprehensive, covering all the key aspects of performance.

       

Skills Inventory Knowledge Skills Abilities Qualifications Interests Motivation to learn new skills Future plans (retirement, advancement)

Job Analysis A job analysis is performed by obtaining answers to six questions: What physical and mental tasks does the worker accomplish? When is the job to be completed? Where is the work to be accomplished? How do the workers do the job? Why is the job done? What qualifications are needed to perform the job?

1. 2. 3. 4. 5. 6.

Job Analysis There are at least three different times when a job analysis should be performed: 1. When new jobs are created. 2. When jobs have changed because of new technology, methods, etc. 3. When they have not been analyzed for a period of time and a new worker is required for the job.

Job Analysis There are several ways of doing a job analysis. 1. Direct observation: Often used by a first line supervisor or manager. Serious limitations, particularly if the job requires mental effort or specialized skills/knowledge. 2. Interviews: A step beyond observation, as there is an exchange of information. 3. Combined observation and interview: This can make for a complicated process. 4. Questionnaires: They can be customized to the job and they are relatively inexpensive to do.

Be able to participate in a selection interview

1. Pre-interview: a. Selection criteria for short-listing. b. Application packs and information for candidates, references. c. Types of interviews (group, individual, team, panel, telephone, multi-stage). d. Tasks and tests used to complement the interview process, eg occupational preference tests, attainment tests, aptitude tests, psychometric tests. e. Use of specialists in the interview. f. Interview questions. g. Procedure for informing candidates on interview decisions

Be able to participate in a selection interview

2. Interview: a. Interview protocol, confidentiality, fairness, interview environment. b. Agreed questions, checking of personal information, interview checklist, control of interview. c. Decision criteria and documentation, communicating the decision to candidates. d. Communication and listening skills, body language, questioning techniques; barriers to communication. e. Analyzing and summarizing.

Be able to participate in a selection interview

3. Post interview: a. Informing candidates, making a job offer, verbal/non-verbal offers, contents of job offer, eg start date, wage or salary rate, hours of work, holiday entitlements, other conditions, eg references, medical test. b. passing specific qualifications, candidates feedback, taking up and checking references, police and/or medical checks. c. Rejection of unsuccessful candidates.

Screening Resumes
Your resume screening guide should allow you to search for those things you absolutely must have and still leave room for a little bit of flexibility. Method: develop criteria and assign a point value to each item. It must be a test that everybody has to pass. When people call to see whether they were considered, or ask why they didnt get an interview, you have a defensible answer for them.

Conducting the Interview

Five criteria for today's objective interviews: 1. Structured interviews 2. Based on job requirements 3. Ask the same questions (stems) to each candidate 4. Combine competency based questions, behavioral type questions, and critical incidents 5. Take notes

Conducting the Interview

What were the things that went wrong in interviews you have participated in? Have you ever left a job interview thinking you didnt want to work for a particular organization? What are some problems we encounter during the interview?
* Leniency/Stringency * Halo/Horn Effect * Stereotyping

Behavioral based interviews 1

A behavioral based interview is a structured interview that is created after a thorough analysis of the job skills needed for a successful job performance. The competencies are then selected that define the knowledge, skills, and abilities which must be assessed during the interview process. There are some real pluses to using behavioral based type interviews: 1. Reliable indicator of future performance 2. Candidates feel they have had a comprehensive interview

Behavioral based interviews 2 It is based on the premise that a candidates past performance is the best predictor of future performance. Rather than the typical interview questions on your background and experience, you will need to be prepared to provide detailed responses including specific examples of your work experiences.

Behavioral based interviews 3 The behavioral interviewing tools will ensure that the selection process is: 1. Objective 2. Consistent and transparent 3. Based on the competencies and proficiency level of the job 4. A good predictor of performance

Competency Based Questions The purpose of situational interview questions is to identify job candidates work-related behavioral intentions by presenting them with a series of incidents which might occur on the job, and for each one asking, What would you do in this situation?

Critical Incident Technique1

The Critical Incident Technique (CIT) is a set of procedures used for collecting direct observations of human behavior that have critical significance and meet methodically defined criteria. CIT is used as an interview technique, where the informants are encouraged to talk about unusual organizational incidents instead of answering direct questions. Using CIT deemphasizes the inclusion of general opinions about management and working procedures, instead focusing on specific incidents.

Critical Incident Technique 2

Advantages Flexible method that can be used to improve multi-user systems. Data is collected from the respondent's perspective and in his or her own words. Does not force the respondents into any given framework. Identifies even rare events that might be missed by other methods which only focus on common and everyday events. Inexpensive and provides rich information. Emphasizes the features that will make a system particularly vulnerable and can bring major benefits (e.g. safety). Can be applied using questionnaires or interviews.

Critical Incident Technique 3

Disadvantages The Critical Incident Technique will rely on events being remembered by users and will also require the accurate and truthful reporting of them. Since CIT often rely on memory, incidents may be imprecise or unreported. The method has a built-in bias towards incidents that happened recently, since these are easier to recall. Respondents may not be accustomed to or willing to take the time to tell (or write) a complete story when describing a critical incident.

Interviewing skills for interviewee Introduction A job interview can be an extremely stressful social encounter. All interviews may appear similar, but they differ in terms of what the interviewer is seeking and the skill level the interviewer brings to the process. Situations may differ, but there are certain skills that will increase the odds of a successful interview or at least reduce some of the stress

Interviewing skills for interviewee

Preparation Prepare for the interview as soon as it is scheduled. Immediately place yourself or someone who is better suited into the role of the interviewer. Make a list of questions you would ask if you were the interviewer. Recall questions you have been asked in similar job interviews. There are certain topics that you know will come up, such as your job history, education, goals and your positive and negative qualities. Conduct an entire interview with yourself no matter how ridiculous it seems.

Interviewing skills for interviewee Attire Dress appropriately. If you are unsure whether the company dress code is casual or demands strict business attire, play it safe by wearing formal business clothing. You must also appear comfortable in business attire. To accomplish this, wear these clothes as often as possible before the interview. This is especially useful if you've only worn suits to weddings and funerals

Interviewing skills for interviewee

Exude Confidence One of the quickest ways to kill an interview is to appear frightened or unsure of yourself. You scored the interview, so there must be something about you that makes the company confident that you are up to the job. Make sure that confidence is not lost. Maintain eye contact with the interviewer. Think before you speak so you don't stumble over words. Sit up straight and resist the urge to fidget, scratch, run your fingers through your hair or engage in any other body language that suggests you are not totally in control of yourself.

Interviewing skills for interviewee

Converse The typical job interview is constructed in the form of question followed by answer. Don't allow the interview to become a game of verbal pingpong. Elaborate on your answers and ask your own follow-up questions. Turn the interview into a conversation between equals. This allows you to express your interest in the position, to let some of your personality come through and to illustrate your people skills. It also makes the interview less daunting.

Interviewing skills for interviewee

Honesty You may have heard that everybody fudges a little during interviews--and that interviewers expect it. This is simply not true. Resist any temptation to lie about yourself, your education, your experience or your qualifications because chances are those lies will catch up to you. Even if your dishonesty isn't caught during the hiring process, it will probably come out later. It is easier to remember the truth, so stick to it.

Interviewing skills for interviewee Research Arriving at a job interview with a strong knowledge of the company for whom you'd like to work instills several qualities that will impress the interviewer. You will able to speak intelligently about the company's operations, you will demonstrate that you are serious about your career and you will illustrate your initiative.

Interviewing skills for interviewee Surprises You never know what is going to be asked during an interview, and some interviewers like to toss in wild cards just to see how you react. If you don't know the answer, admit it. As long as you retain your poise, you've done the job. Don't try to overtalk your way out of tough or tricky question. Address it to the best of your ability and move on.