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)

1. Interviewing Skills
mini-Workshop
3rd Annual HR Minds Forum
September 10, 2015

2. Random prediction
Graphology/astrology/p
hrenology
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

3. 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)

4. 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“

6. 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

7. 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

8. 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

9. 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

10. Building rapport

11. Impression management
Candidates usually adopt one of three
approaches to the interview:
• Attending
• Adapting
• Repudiating

12. The funnel technique

13. 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

14. 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…

15. 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

16. Observe
Record
Classify
Evaluate
Integrate
O
R
C
E
I
During the
interview
After each
interview
At Close
Fundamental assessing process

17. Personal review/action planning
When I am interviewing I will:
• STOP
• START
• CONTINUE

18. Thank you!
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