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Interviewing for Talent Acquisition

The Insight to Acquiring 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 candidates 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 - candidates , managers 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 dont know what we want.

Top Ten Reasons Why We Make Mistakes contd

3) Candidates are better trained than we are.

4) We are overwhelmed by GUT FEELING.

Top Ten Reasons Why We Make Mistakes contd

5) We experience THE HALO EFFECT.

6) We ask predictable, opinion-based questions.

Top Ten Reasons Why We Make Mistakes contd

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 contd

9) We oversell the position.

10) We dont have an interview strategy.

Three-step Process Step One Step Two Define the Job 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 II LEVEL I Appearance Manners Expressiveness Interests Goals MINIMAL Knowledge Acquired Skills Training Experience Education Credentials Attitudes & Beliefs Self Motivation Stability & Persistence Maturity & Judgment Aptitudes/Capacity To Learn Temperament/Behaviour Patterns

GREATER

GREATEST

Why We Do What We Do
We are overly influenced by Level I - its easy We are overly influenced by Level II - its objective; feels safe We under emphasize Level III - its 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 Ones 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

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

Temperament/Behaviour Patterns

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

Bottom Line
q

Hiring Exceptional people has nothing to do with assessing surface qualities Appraise people by their past actions over time

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 Put the candidate at ease Greet Candidate Introduce yourself Chat Ask questions Probe Observe Answer questions about company, culture etc Decide further course of action Commit on a date

Ask

Collect information

Supply

Give Information

Part

Close the interview

So

Be Ready

TYPES OF INTERVIEW QUESTIONS

RAPPORT BUILDING

FACT BASED

OPINION BASED

CLOSED-ENDED

GENERAL, OPEN-ENDED

SITUATIONAL

BEHAVIOUR BASED

Situational Questions What would you do if... Create a hypothetical job situation and ask how the candidate would respond Ideal for candidates who do not have a great deal of directly-related experience

q q

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

Motivation Questions
1.What are your goals for the next two years? Next five years? 2.What have you done to continue your education that is related to your career? 3.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 dont hire anybody who is stupid, but, if you do, pray that they dont have a lot of energy. Robert Goizueta, Coca-Cola

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