Created during HRCU 646 Training and Development at Brandman University, this presentation is the visual portion of a half- to full-day introductory training on hiring and selection.
The accompanying transcript/presenter script can be found at: http://bit.ly/1ApW63x.
Follow-up "simulation" activity can be found at: http://bit.ly/HRCU646-Sim.
Authors:
Justin Orton
Gloria Rayo
Saralyn Smith
4. – Staff morale decreases
• Lower work output
• Negative perception of
company
• Lowered performance
quality
– Resources waste
• Hiring staff taken away
from other needs
– Monetary loss
• (Sanford, 2005, p. 43)
5. What are your questions or concerns?
Are you new to the selection process? Or
have you been on a committee?
What would you like to achieve through this
training?
6. • Articulate what you are looking for in a
candidate
• Compare and contrast the benefits and
drawbacks of internal and external
candidates
• Develop comprehensive and inclusive
interview questions
7. • Demonstrate awareness of how your
behavior can impact interview success
• Understand when to use dispositional
judgments in candidate consideration
Know you have the basic knowledge and
skills for interviewing and selecting the best
candidate for your position
8. Choose a job or position you are very familiar
with to use in our activities today. It could be:
• A position you are or will be hiring for
• Your current position
• A position you recently held
Write it down so you can refer back to it later.
9. • What need do I have to fill this vacancy?
• Knowledge, Skills, and Abilities
• Cultural fit
• Organizational fit
10. For the position you chose, answer:
What am I “really” looking for?
Take 5 minutes and discuss with your
neighbors
13. • Confidentiality
• Impact on other employees
– Bradley (2006) - how an internal candidate is
handled can influence how fair other
employees think the company is
• Different process?
– Legal issues
– Comparing to external candidates
14. Use the same process for both internal and
external candidates, including:
Interview Structure
Interview Questions
Communications
22. Job-related Experience
• How does their
experience/background
relate to the job?
• Ask thought-provoking
questions
• What workplace experience do
you have that has prepared you
to perform this job well?
• What is your leadership style
and how will it help you will
thrive in this position? Give an
example of how it has lead to
positive results.
• What software have you used in
relation to this position? Include
your years of experience and
detail the tools utilized within the
software.
23. Job-related KSAOs
• Possession & fluency
• Address all crucial tasks
• You will be responsible for
X, tell us about your
experience relating to X and
the skills you have that will
help you to complete this
responsibility
• What job-related skills do
you possess?
• Share your knowledge
regarding the duties of this
position
24. Find out motivations for decisions
• What would they do and
why?
• What outcome is expected
based on the action?
• Ensure that situations
posed are relevant to the
job
• We work in a high-volume
environment. How you
would handle a situation
in which you were
required to finish multiple
tasks by the end of the
day, and there was no
conceivable way that you
could finish them?
25. Action, Impact, and Result
• Ask what the impact of
the behavior was on the
candidate
• Describe a situation
where you…What was
the outcome?
• Tell us of a project in
which you encountered
major problems late in the
project, what did you do
and what was the
outcome?
26. Stay away from
1. Direct violations of
government acts
2. Indirect questions
3. Leading questions
4. Overly open-ended
questions
27. Violation of anti-discrimination laws place you
and your company in a precarious situation.
Americans with Disabilities Act of 1990
• Prevents discrimination based on disabilities
Age Discrimination in Employment Act of 1967
• Prevents age based discrimination
Civil Rights Act of 1964
• Prevents discrimination based on gender, race, national
origin, color, martial status, family and religion
28. • Indirect question are also illegal and must
be avoided
• Clement (2013)
Haven’t I seen you
at my daughter’s
rugby games?
29. Imply there is one correct answer
Can limit responses to “Yes/No”
30. For the position you chose earlier, write one
of each of the following:
• Background/Experience
• Job Knowledge
• Situational
• Behavioral
Watch out for illegal and leading questions!
35. Organizational
expectations
• Provide sufficient
information about the
position
• Ensure job description is
up to date and accurate
• Share company policies
Candidate
expectations
• Will the company meet
personal needs?
• Truly understand job
duties and conditions
36. • Innate and can be unintentional
• Be conscious
• Uses of nonverbal communication
– Complement verbal communication
– Accent verbal communication
– Regulation of conversation
– Convey message
37. Create a comfortable, positive interview
environment
Be a “company ambassador” but be honest
and don’t oversell
38.
39. REMINDER!
Use the same process for both internal and
external candidates, including:
Interview Structure
Interview Questions
Communications
40. • Different data?
– Statistical comparisons (Cashen, Cheramie, and
Sturman, 2002)
• Err on the side of internal candidates
– Past-performance data = “best predictor of
future performance” (Cashen, Cheramie, and Sturman,
2002, p. 38)
– Often “hit the ground running” faster
– Lower turnover rates
– Impact on other employees (Bradley, 2006)
41. • These judgments are made automatically
• “Making accurate dispositional judgments in
interpersonal first meetings…requires dedicated
cognitive attention” (Marr & Cable, 2014, p. 634).
• Focus on “core self-evaluations”
That “Gut” Feeling
42. • First Impression
• Halo/Horn
• Central Tendency
• Leniency
• Contrast
• “Similar To Me”
• “Must Know”
Source: University of North Caroline (2014)
44. • Quick quiz!
– First step in the whole process?
– One reason you might want an internal
candidate instead of an external one? Vice
versa?
– What are the four categories of effective
interview questions?
– What’s one reason the interview climate is
important?
– What are “dispositional judgments”?
45.
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48. • Title, comparing candidates, conducting
the interview images from Freepic.com
• Compare/contrast, Think before you ask!,
and best practice slides created with
Piktochart.com