• Save
Taking Control Of The Job Interview Rev Final
Upcoming SlideShare
Loading in...5
×
 

Taking Control Of The Job Interview Rev Final

on

  • 5,846 views

 

Statistics

Views

Total Views
5,846
Views on SlideShare
5,836
Embed Views
10

Actions

Likes
5
Downloads
0
Comments
1

4 Embeds 10

http://www.lmodules.com 4
http://www.linkedin.com 4
http://www.slideshare.net 1
https://www.linkedin.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Taking Control Of The Job Interview Rev Final Taking Control Of The Job Interview Rev Final Presentation Transcript

  • Taking Control of The Job Interview Facilitated by: Nick Pandit 1/50
  • Taking Control of The Job Interview - Context & Significance - Key Assumption for Workshop • No matter which job you get - an interview will take place. Format may differ, but it will occur… 2/50
  • Objectives ~ Brief Overview By the end of this session you should be able to: 1. Identify the purpose of the Job Interview 2. State what employer's want – and look for… 3. Use the KSA worksheet 4. Access “typical” Job Interview questions and answers 5. List successful strategies to Take Control of the Job Interview - to “land” the job you want - (Best practices) 3/50
  • Agenda Introductions & Your Expectations 10 Minutes Part 1 - Purpose of Job Interviews & What Employers Want 10 Minutes Part 2 - ACTIVITY- Review of Notes & Handouts 15 Minutes Part 3 - A Behind the Scenes Look at Hiring/Selection 20 Minutes Part 4 - A Few Words on Getting Employment/Jobs 15 Minutes Part 5- Best Practices Before, During & After Job Interviews 20 Minutes Part 6 - Other Resources & Wrap-up 10 Minutes 4/50
  • Introductions & Your Expectations What do you hope to gain by attending this session? 5/50
  • Purpose of Job Interviews – Ideal Case You Employer 1. Meet Employer, “DM” or 1. Meet you / hire you? Hiring Manager 2. Find out about you – your 2. Market – sell – your KSA to KSA secure employment 3. See if you will be a good “fit” for job 3. See if job will be a good “fit” for your KSA, career goals, Key: The Job Interview is a personality, needs… two (2) way street… 6/50
  • Purpose of Job Interviews – Ideal Case In other 1. Competencies (KSA) will they be met and/or fully utilized? words; both 2. Will there be a good “fit?” (socially, parties culturally, financially…) 3. Motivated to honour contractual should be obligations made during the hiring looking for process or employee can do the job the following Recall: The Job Interview is a two (2) way street… 7/50
  • Ideal Framework of Job Interviews Based on a Competency Framework – Ideal Case* • Competency = Knowledge (K) + Skills (S) + Abilities (A) Recall: #1 Unwritten Rule in Human Resources (HR) “Hire on Competency – fire on fit!” Skilled HR Professionals hire on fact, not a “gut feeling.” *US Department of Labour & Canadian Society of Training & Development 8/50
  • Format of Job Interviews To find out about your KSAs – good interviewers will conduct structured interviews to pin down your exact knowledge, skills and abilities. They may use one, or both, of two (2) approaches: 1. Traditional Format (See SFU sample questions) 2. Behaviour Based/Story Telling (STAR response required – See SFU sample questions) 9/50
  • Job Interviews – Traditional Format… 1. Tell me about yourself. 2. What did you do to prepare for this interview? 3. Why are you interested in this position? 4. What is your greatest strength/weakness? 5. Describe your ideal job/manager? 6. What motivates you? 7. Why did you leave your last job? And many more… 10/50
  • Answering – Traditional Format Job Interview Questions… Note(1): The root HR question in hiring is; why should I hire you? – Your ideal response is to always focus on your KSAs. Note(2): Some questions may be illegal, improper and have no rational bearing on your ability to do the job. Remember to complete the KSA worksheet in the notes, by yourself, or with the help of an employment counsellor or employment advisor. 11/50
  • Job Interviews – Behaviour Based… Tell me of a time - or give me an example - when you… 1. Worked on a team project. What was the outcome? 2. Made a good decision. 3. Had to deal with conflict. 4. Worked effectively under pressure. What did you do? 5. Came up with a new procedure, approach, or suggestion. What was the result? And many more… 12/50
  • Answering - Behaviour Based Interviews How to do it… 13/50
  • Answering - Behaviour Based Interviews How to do it… In responding to Behaviour Based interview questions the interviewer(s) will be looking for the following: • How recent was that specific behaviour exhibited and how frequently – the more recent, and the more frequent, the better. • What was the outcome? Was the result successful? No stories of failure please! 14/50
  • Answering - Behaviour Based Interviews How to do it… Note: To conduct correct, competent and unbiased Behavior Based Interviews requires a great deal of skill. Most interviewers are NOT skilled at this, but think they are, hence poor choices are made by them during the recruitment or selection process – either consciously and/or unconsciously… 15/50
  • Job Interviews – What Comes Next? Post Interviews, The Next Step For Many Employers 16/50
  • The Selection Matrix – Competency Framework Job Title: Welder Candidate # 1 Candidate#2 Candidate # 3 Knowledge -20% 15/20 10/20 18/20 Skills -50% 35/50 45/50 28/50 Abilities -20% 10/20 8/20 15/20 Other -10% 5/10 10/10 5/10 Totals: -100% 65% 73% 66% 17/50
  • So; What Do Employer’s Want “In Their Dreams?” 18/50
  • What Employer’s Want – “In Reality…” Employability Skills – Across Canada 1. Life long learning 2. Communications skills 3. Numeracy – arithmetic skills (can work with numbers) 4. Use technology, instrumentation, tools and information in decision- making 5. Positive attitudes, personal ethics, display initiative and persistence 6. Take responsibility, and hold self accountable, plan and manage own time 7. Think creatively and work in a team Source: Mary Ann McLaughlin, Report for Conference Board of Canada 2000 19/50
  • What Employer’s Want – In Reality… Employability Skills – Across Canada “We were looking for skills that would apply no matter where a person wanted to work. Whether as a social worker, or a cook, or an engineer…” Relevancy to you: therefore have scenarios, and be ready to give examples, around each of the “employability skills” mentioned on the previous slide. In structured job interviews, questions may be posed relating to your “employability skills.” Source: Mary Ann McLaughlin, Report for Conference Board of Canada 2000 20/50
  • What Employer’s Want – In Reality… Employability Skills – Across Canada In other words, what the employer will be looking for is: do you have employability skills? Focus on your KSAs. Review Sample Questions: Notes from Simon Fraser University… 21/50
  • Activity – Interview Practice Role Plays – In Groups of Three. Use Sample Questions in Notes. A. Interviewer B. Interviewee C. Observer 10 Minutes 22/50
  • Activity – Interview Practice Activity Debrief 1. What do you need to become better at answering job interview questions or “taking control” of the interview process? 2.What did you learn from this activity? 23/50
  • Focus on the KSA the Employer Wants What does the employer want? Focus, and stay focused on that… 24/50
  • A Word on Timelines in Job Interviews Question: “How long does it typically take you [ 150 Senior Executives across the biggest firms in USA] to form either a positive or negative opinion of a job candidate during an initial interview?” Response: On average, they said it took just 10 minutes. Source: Robert Half Finance & Accounting – (the world’s largest specialized financial recruitment firm) 25/50
  • Another Word on Timelines in Job Interviews “A series of surveys have found that during the interview process most interviewers made the hiring decision within the first 10 minutes of the interview, and then spent the next 50 minutes justifying their decision. We buy cars the same way…” Source: Don Phin - Past President of The American Academy of Employment Law Attorneys 26/50
  • Another Word on Timelines in Job Interviews Something for You to Consider… 1. If most interviewers made 2. More importantly, the hiring decision within the are they getting it “first 10 minutes of the right? interview” – what does that tell you about the Interview Process? 3. What do you think? 27/50
  • In Reality – How Good are Job Interviews at Finding Satisfactory Employees? Predictive Validity in Recruitment/Selection Measure Validity Multiple R General Mental Ability .51   Personality .45 .65 (Integrity/Conscientiousness) Structured Interview .51 .63 Unstructured Interview .38 .55 Job Knowledge Tests .48 .58   Resumes .35 .52 Work Sample .54 .63 Job Tryout / Internship .45 .58 Source: Schmidt and Hunter (1998) [At best, only 50 % of INTERVIEW decisions are satisfactory!] 28/50
  • In Reality – How Good are Job Interviews at Finding Satisfactory Employees? Predictive Validity in Recruitment/Selection “Studies of decisions about people show that only one-third of such choices turn out to be truly successful. One-third are likely to be draws—neither successes nor outright failures. And one-third are failures,   pure and simple.” - June 21, 2004 Source: Peter Drucker, Harvard Business Review, Vol. 82, Number 6 29/50
  • In Reality – How Good are Job Interviews at Finding Satisfactory Employees? Predictive Validity in Recruitment/Selection “Research shows that two thirds [66%] of hiring decisions are ineffective in that the newly hired employees are not fully capable or sufficiently motivated to  do the job they are hired to do.” Source: Raymond A. Inglesi - President - Drake Inglesi Milardo, Inc.  30/50
  • In Reality – How Good are Job Interviews at Finding Satisfactory Employees? Predictive Validity in Recruitment/Selection Question: Would you What would BUY a car that did you do NOT perform to your about it? ideal expectations 66% of  the time? Question: For those with a quality background - what is six-sigma? 31/50
  • (Recall) In Reality – How Good are Job Interviews at Finding Satisfactory Employees? Predictive Validity in Recruitment/Selection Measure Validity Multiple R General Mental Ability .51   Personality .45 .65 (Integrity/Conscientiousness) Structured Interview .51 .63 Unstructured Interview .38 .55   Job Knowledge Tests .48 .58 Resumes .35 .52 Work Sample .54 .63 Job Tryout / Internship .45 .58 Source: Schmidt and Hunter (1998) [At best, only 50 % of INTERVIEW decisions are satisfactory!] 32/50
  • How Good are Job Interviews at Finding Satisfactory Employees? The “Experience” Question Your Past Experience Recall: For some interviews “past People “know” what they are doing. What evidence is there of that… behaviour is the best indicator of future performance.”   Hence; experience. The “Halo” effect… 33/50
  • How Good are Job Interviews at Finding Satisfactory Employees? The “Experience” Question A few words on “Experience.” 1. How relevant is “experience” to being able to do the job? 2. The central “know” what shoulddoing. What evidence is there of that… People question they are be “can the candidate do the job effectively and efficiently?” Recall, most interviewers decide   in ten (10) minutes or less… 3. The tendency to for MOST interviewers is to prejudge… 34/50
  • How Good are Job Interviews at Finding Satisfactory Employees? What assumptions do YOU make - about the interviewers - when you are in a job interview? 1. They are competent, well-balanced individuals? 2. They will make the hiring decision What evidence is there of that… People “know” what they are doing. on your KSA – your merit? They will know what to do with your responses… 3. They  will NOT have a hidden agenda or feel threatened by you - (they will be fair/impartial…) in the hiring interview/process • What evidence do you have for the above assumptions? By the way - what is the meaning of “assumption?” 35/50
  • In Reality – How Good are Job Interviews at Finding Satisfactory Employees? Predictive Validity in Recruitment/Selection Can “they” get it right in one, or two, or three, job interview   sessions? What did the data say? 36/50
  • How to Improve Your Chances of Getting Hired and Being a Good Fit? “Taking Control” Predictive Validity in Recruitment/Selection What you can do to address deficiencies in the Interview Process? 1. Take ownership (charge) of as much of recruitment/selection process as you can… Demonstrate your BENEFITS & VALUE during the interview process. 2. Focus on your Competencies – your KSAs (provide structure to interview process for employer) Make the job easier for the EMPLOYER… 3. Take along a Career Portfolio (to illustrate samples of work, experience…)   4. If you have had assessments done (personality) include them in your Career Portfolio – offer to share them especially if Integrity / Conscientiousness focused 5. In this economy, offer to take job at “low” pay so employer can evaluate your “fit” and competence. Then renegotiate after tryout… 37/50
  • The Tools You Need to Market Yourself for Job Interviews… “Taking Control” 1. Resumes & Cover Letters (ensure “competency” based) 2. Proper Attire 3. Career Portfolio, e- portfolio (Artefacts, Work Samples, Awards, Presentations, Newspaper Articles, Recommendations etc.) 4. Business Cards – Not Resume Cards… (be professional) 5. References – that add credibility to your work experience 6. Association Memberships & Affiliations 7. Blog, Website, FaceBook, LinkedIn, Buzz, (electronic presence)   8. Interview Preparation (videotaped for feedback) 9. 30 Second Summary Pitch – or Elevator Speech 10. Anything else? 38/50
  • A Word on Making the “First Impression” 39/50
  • A Word on Compensation - Salary… Good - fair - employers will clearly post wages and not use unethical practices to hire the employee at the lowest possible rate. After all, every business has a budget… 40/50
  • A Word on “Resumes & Career Portfolios” A good resume and cover letter MAY help you get a job interview, but a career portfolio will help you land the job… It gives you control of the conversation during the job interview. 41/50
  • A Word on “Resumes & Job Interviews” In the interview, for every point or bullet in your resume, have facts, stories or scenarios that ADD value or credibility to your life’s experiences. After all, you are “selling” your: 1. Competence 2. Fit Make sure “bullets” are ACCOMPLISHMENT focused 3. Motivation 42/50
  • A Word on “Successful Networking” “Many jobs are not advertised. Harvard's Mark Granovetter found that “43.4 %” of jobs are created for the applicant, often at the time of the interview [meeting].” 43/50
  • Best Practices to “Land the Job” Before the Job Interview 1. Know yourself – your KSA, goals, values, personality, interests – and be able to talk about them… 2. Take along a Career Portfolio / Resume & Cover Letter / Job Posting, Assessments if done (MBTI, Interest, EQ-i…) 3. Take along a flash drive - memory stick with Resume 4. Practice & Practice answering interview questions 5. Arrive on Time – no excuse for being late! 6. Research the employer, community 7. Think about questions you may want to ask employer 8. Be professional – no garlic, gum chewing, smoking, appropriate attire/appearance, no perfume… 9. Go for a run, exercise before the interview (manage stress) 10. Something else? 44/50
  • Best Practices to “Land the Job” During the Job Interview 1. Firm handshake – let them make the first move… 2. SMILE – remain positive, enthusiastic and optimistic 3. Work with the hiring manager – what does s/he want? 4. Listen – think before speaking 5. Maintain an assertive attitude – eye contact, monitor your body posture and tonal quality of voice 6. No negative experiences (badmouthing) 7. Offer to share your Career Portfolio 8. Ask two(2) or three(3) questions at end of interview 9. Close by thanking them for the interview and express interest in working for them – formalize next steps 10. Something else? 45/50
  • Best Practices to “Land the Job” After the Job Interview 1. Send a simple Thank You note – not an e-mail… 2. Remain positive and optimistic – keep networking and looking for work (after all, strategic networking is the most successful way to find employment) 3. Follow-up if you don’t hear back… 4. If rejected, send another thank you note – sometimes things don’t work out with the employer’s first choice 5. Don’t take it personally, if not hired – remember, far too many hiring decisions are accidental – hiring decisions are not entirely in YOUR control, learn to focus ONLY on what you can control… 6. Something else? 46/50
  • Other Resources & Wrap Up Attend workshops at Employment Resource Centres and get a “GOOD” employment advisor/counsellor to assist you. All at no cost to you... 47/50
  • Review & Summary 1. Identified the purpose of the Job Interview 2. Stated what employer's want – and look for… 3. Used the KSA worksheet 4. Accessed “typical” Job Interview questions and answers 5. Listed successful Job Interview Strategies to “land” the job you want (Best practices) 6. Pointed out other sources of assistance / help 7. Most importantly – find ways to take control of the job interview process – don’t “assume” things will go in your favour… 48/50
  • YOUR Closing Comments Question: What are your going to do differently to “Take Control” of the job interview process? Question: What is one thing that you have found helpful and/or useful during this workshop? 49/50
  • Final Words… 1. Take OWNERSHIP of the process. The Job Interview - by itself - is a weak and “flawed process.” (Recall – Predictive Validity) 2. Develop a Career Portfolio and take it to the Job Interview to support your qualifications. Make the job easier for the HR recruiter… 3. To become skilled at Job Interviews takes practice! This session has only been an introduction… Thank You! 50/50