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How to conduct effective interviews May 2011
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How to conduct effective interviews May 2011


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Half day interactive open workshop in Toronto for individuals recently appointed or promoted into roles where they will be interviewing for the first time.

Half day interactive open workshop in Toronto for individuals recently appointed or promoted into roles where they will be interviewing for the first time.

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  • 1. How to conduct effective interviews
    by Toronto Training and HR
    May 2011
  • 2. Contents
    3-4 Introduction to Toronto Training and HR
    5-6 Benefits of interviews
    7-8 Drawbacks of interviews
    9-11 Planning
    10-11 Needs that must be met
    12-15 Preparation
    14-15 Pain of poor engagement
    16-17 Welcoming the candidate
    18-19 The interview
    20-21 Timing and logistics
    22-28 Questioning
    29-30 Listening
    31-34 Decision time
    35-37 Using a data integration process
    38-42 Common mistakes
    43-44 Top worries for interviewers
    45-47 We both want the same thing!
    48-49 Drill
    50-51 Conclusion and questions
    Page 2
  • 3. Page 3
  • 4. Page 4
    Introduction to Toronto Training and HR
    Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden
    10 years in banking
    10 years in training and human resources
    Freelance practitioner since 2006
    The core services provided by Toronto Training and HR are:
    • Training course design
    • 5. Training course delivery
    - Reducing costs
    • Saving time
    • 6. Improving employee engagement & morale
    • 7. Services for job seekers
  • Page 5
    Benefits of interviews
  • 8. Page 6
    Benefits of interviews
    Create an interactive forum for the assessment of interpersonal skills, job-relevant knowledge, motivation and potential fit
    Allow the interviewer to sell the organization to qualified candidates and give a realistic/detailed description of the position to candidates
    Provide the organization with a chance to make a favourable impression even on applicants who are not given offers or who do not join the organization
  • 9. Page 7
    Drawbacks of interviews
  • 10. Page 8
    Drawbacks of interviews
    Poor reliability/consensus between different interviewers
    Poor validity/prediction of job performance
  • 11. Page 9
  • 12. Page 10
    Planning 1 of 2
    Desired business experience
    Knowledge, skills and abilities
    Tasks, duties and responsibilities
    Objectives and accountabilities
    Work schedule
    Compensation and benefits
  • 13. Page 11
    Planning 2 of 2
    What selection methods will you use?
    What type of interview will you hold?
  • 14. Page 12
  • 15. Page 13
    Preparation 1 of 3
    Knowledgeable about the role, the team, and the organization
    Representative of diverse groups in the organization
    Good at eliciting and evaluating information
    Reluctant to jump to conclusions
    Open-minded and able to revise opinions
    Self-aware and able to account for their own biases
    Accurate in their predictions of candidate success over time
  • 16. Page 14
    Preparation 2 of 3
    Select two or more interviewers
    Make sure interviewers are properly briefed
    Decide when to hold the interviews
    Prepare your script
    Send written instructions to the candidates
    Review the job description, person specification and resume
  • 17. Page 15
    Preparation 3 of 3
    Review the job description, person specification and resume
    Have the questions ready
    Be positive
    Selecting is the purpose not rejecting
    Remember the primary hiring objective
  • 18. Page 16
    Welcoming the candidate
  • 19. Page 17
    Welcoming the candidate
    Ask them if they would like a drink
    Check if they are comfortable with the heating/air conditioning and whether they would like the window open
    Let them talk about their journey and parking
    Engage in small talk to calm their nerves
  • 20. Page 18
    The interview
  • 21. Page 19
    The interview
    Verify information
    Explore the candidate’s potential
    Provide information to the candidate
    Conduct of the interview
    Control the flow
    Bring the interview to an end
    What happens next and when
  • 22. Page 20
    Timing and logistics
  • 23. Page 21
    Timing and logistics
    Do not make the interview too long or too short
    Divide the interview into discrete stages
    Interview in a quiet location free from distraction and interruptions
    Use more than one interviewer to enhance objectivity
    Discourage interviewers from discussing the candidate with one another before they have all met with the candidate
  • 24. Page 22
  • 25. Page 23
    Questioning 1 of 6
    Relevance to audience
    Job complexity
    Typical or best performance
    Figuring out the answer
  • 26. Page 24
    Questioning 2 of 6
    Are you single? Why (or why not)?
    Do you intend to have children?
    Is that your natural hair colour?
    Would you join a church to get a job?
    Do you belong to a religious organization?
    How old are you?
    How would you describe your ethnicity?
    What is your sexual orientation?
    How did you hurt your leg?
  • 27. Page 25
    Questioning 3 of 6
    In what ways will this role help you stretch your professional capabilities?
    What have been your greatest areas of improvement in your career?
    What's the toughest feedback you've ever received and how did you learn from it?
    What are people likely to misunderstand about you?
    If you were giving your new staff a "user's manual" to you, to accelerate their "getting to know you" process, what would you include in it?
  • 28. Page 26
    Questioning 4 of 6
    Describe an ideal day at work.
    If hired, how would you prepare to succeed at this job?
    What is the most important thing you’ve ever done in your life (on or off the job)?
    Describe how you have developed leadership in another person.
    What would you do during your first 100 days on this job?
    Describe a problem or conflict situation at work that you helped resolve. What did you do? Why did it work? What were the results?
  • 29. Page 27
    Questioning 5 of 6
    What was one of your biggest mistakes or failures at work? What went wrong? What did you learn? What would you do differently?
    What would your worst critics say about you? Are they right? Why or why not?
    What is something we don’t know about you that would surprise and delight us?
    If we hire you, how will the organization be better off one year from now?
  • 30. Page 28
    Questioning 6 of 6
    What’s a day like?
    What sort of projects will I be working on?
    What will the first day be like?
    What will the first month be like?
    Is this a new position or are you replacing someone? What happened?
    Tell me about the team I will be joining.
    Can I meet the team I will be joining?
  • 31. Page 29
  • 32. Page 30
    Listen actively and concentrate on what is being said
    Observe behaviour
    Keep notes to remember the individual candidates
  • 33. Page 31
    Decision time
  • 34. Page 32
    Decision time 1 of 3
    Assess the evidence for each candidate against the selection criteria
    Calculate a weighted score
    Make your decision
    Inform both successful and unsuccessful candidates of the outcome
    Evaluation form
  • 35. Page 33
    Decision time 2 of 3
    Rate all candidates on the same criteria using the same scale
    Use separate rating scales for each criterion
    Be mindful of biases in making ratings
    Make ratings as soon as possible after the interview
    Discuss ratings of candidates with other interviewers as soon as possible after interviews
  • 36. Page 34
    Decision time 3 of 3
    Average time spent making a candidate decision
    How does Canada compare?
    Discussions with other interviewers
  • 37. Page 35
    Using a data integration process
  • 38. Page 36
    Using a data integration process 1 of 2
    1. All of the interviewers who gathered behavioural information about the candidates meet to discuss each candidate.
    2. Focusing on one candidate at a time, each interviewer shares the behavioural evidence collected and organized for each competency or target.
  • 39. Page 37
    Using a data integration process 2 of 2
    3. Covering one competency, the group discusses the behaviours collected for a given competency and develops a consensus rating for a candidate in that target (typically a 5-point rating scale where a 5 means exceptional performance, 3 means successful performance, and 1 means inadequate performance).
    4. After this process is completed for every target, the group analyzes the candidate’s overall profile and decides whether to retain or reject the person.
  • 40. Page 38
    Common mistakes
  • 41. Page 39
    Common mistakes 1 of 4
    Keeping candidates waiting says all the wrong things about the organization.
    Not focusing on selection criteria leads to subjective and arbitrary decisions.
    Failing to explore key skills and knowledge can lead to disastrous appointments.
    Making snap judgements usually means you are responding to your own prejudices rather than the reality of the situation.
    Deciding too soon is an elementary mistake.
  • 42. Page 40
    Common mistakes 2 of 4
    Expecting perfection opens the door to irrational decisions and self-delusion.
    Avoid being taken in by candidates with good interview skills.
  • 43. Page 41
    Common mistakes 3 of 4
    Interview techniques are more like interrogations.
    Taking too long to get back to me.
    Not being up-front about details like salary, hours, expectations.
    Keeping me waiting for a long period of time.
    Questions that are not relevant to the job.
    Acting like they have no time to talk to me.
    Being unprepared for the interview.
    Asking inappropriate questions.
  • 44. Page 42
    Common mistakes 4 of 4
  • 45. Page 43
    Top worries for interviewers
  • 46. Page 44
    Top worries for interviewers
    Missing information about candidate weaknesses that will show up later
    Have enough information to make a decision
    Allowing one aspect of the background to influence others
    Top candidates won’t accept offers made
    The kind of impression made on the candidate
    Feeling so much pressure that it becomes hard to settle
    New hires quitting too soon
  • 47. Page 45
    We both want the same thing!
  • 48. Page 46
    We both want the same thing! 1 of 2
    "Can this guy do the job?“
    "Do I want this guy working for me?"
    "Do I want this guy on my team?"
    Convince candidate that yours is an organization to work for.
  • 49. Page 47
    We both want the same thing! 2 of 2
    “Can I do the job?“
    Convince the Hiring Manager you can do the job.
    Get a job offer, or move closer to it.
  • 50. Page 48
  • 51. Page 49
  • 52. Page 50
    Conclusion & Questions
  • 53. Page 51