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Interviewing Skills mini-Workshop
3rd Annual HR Minds Forum September 10, 2015
Random prediction
Graphology/astrology/phrenology
Typical selection interviews
Biodata
In-tray exercises
Ability tests/job samples
Structured interviews
Assessment centres
Perfect prediction of job success
Predicting success
Group exercises / personality Questionnaires
0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1
What affects interview • Overconfidence! • Biases - First impressions - Stereotypes - Like me/I like you - Halo/horns • Poor planning for interview (lack of knowledge of role and/or
criteria) • Poor decision making • Lack of interviewing skills (questioning, listening, note taking,
evaluating)
Candidates’ impression management • one in five candidates admitted to being — “seldom, or never, Completely honest“ during interviews • almost four out of five believed that the candidate should — “sell themselves as being the right person for the job“ • one in three stated that the candidate should try to “project a particular “image“ of the sort of person they would like the interviewer to think they were • only a modest 71% agreed that it is “best to be completely honest with the interviewer“
Preparing yourself
1. Review ”essentials” and ”nice to haves” on the Job Description
2. Prepare your interview plan – select appropriate capabilities for the role
3. Familiarise yourself with the scoring guide
4. Review the candidate‘s CV thoroughly
Number
Quality
Description
1
Poor
Showed mostly negative indicators or limited evidence on which to judge, likely to be in the bottom 10%
2
Marginal
Showed mostly negative indicators plus one or more positive indicators but there are large inconsistencies.
3
Acceptable
Showed most of the positive indicators and one or two negative indicators acceptable in a candidate at this level, indicating on–the-job development needed as one would expect for this target group.
4
Good
Showed mostly positive indicators, indicating strengths above the expected level, weaknesses displayed are relatively minor.
5
Excellent
Showed all positive indicators with virtually no weaknesses displayed. Well above the expected standard for the target group, likely to be in the top 10%
Rating guide for the Leadership capabilities
Prepare the environment and team
• Give the right amount of time
• Ensure no interruptions
• Sit in friendly positions
• Comfy chairs
• Meet your co-interviewers before
• Agree ”signals” & ground rules
• Taking turns
Interviewer 1
Interviewer 2
Candidate
Interview Timing Open 5 minutes • Welcome • Brief overview of candidate CV Capability Questions - 10 minutes per capability • Open, probing Close 5 minutes • Questions from candidate • Next steps in process • Opportunity for feedback
Building rapport
Impression management
Candidates usually adopt one of three approaches to the interview:
• Attending
• Adapting
• Repudiating
The funnel technique
Question Type
Response
Closed
Does not encourage the person to talk (yes/no response)
Leading
Imposes interviewers views and results in a predictable response
Double-headed
Confusing at best, allows candidate to opt out at worst
Multiple choice
Limits response or directs struggling candidates
Hypothetical
Prepared responses - what people say is not what they will do
Questions to avoid
How we make poor quality Judgments
• First Impressions - first 2minutes • Stereotyping • Just like me! • Halo + Horns • Contrasting - Jose is so much better than Paul! • Focus on the end result not the approach • Assumptions about intent - they did that because…
Note taking • Use the Candidate‘s Own Words
• Note the Process as well as the Content
• Do not Summarise or Judge
• Be Open about Note Taking
• Be Sensitive
Observe
Record
Classify
Evaluate
Integrate
O
R
C
E
I
During the interview After each interview At Close
Fundamental assessing process
Personal review/action planning When I am interviewing I will: • STOP • START • CONTINUE
Thank you!
25.01.2014 18