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Undertaking effective interviews February 2012

Undertaking effective interviews February 2012



Half day open training event held in Toronto, Canada.

Half day open training event held in Toronto, Canada.



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    Undertaking effective interviews February 2012 Undertaking effective interviews February 2012 Presentation Transcript

    • Undertakingeffective interviewsby Toronto Training and HR February 2012
    • 3-4 Introduction to Toronto Training and HRContents 5-6 7-8 Uses of the interview Types of interview 9-11 Benefits of interviews 12-13 Objectives of an interview 14-15 Conducting an effective interview 16-17 Behavioural based interviewing 18-22 Preparation 23-24 Realistic job previews 25-27 Person specifications 28-30 Interviewing recent immigrants 31-35 Question time 36-37 Cultural equality when interviewing 38-39 Tips when interviewing Gen Y applicants 40-42 Problems with interviews 45-48 Improving one’s interview technique 49-50 Conclusion and questions Page 2
    • Introduction Page 3
    • Introduction to Toronto Training and HR• Toronto Training and HR is 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 - Training course delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
    • Uses of the interview Page 5
    • Uses of the interviewInformation exchangeScreeningSelection Page 6
    • Types of interview Page 7
    • Types of interviewUnstructured interviewsStructured interviews Page 8
    • Benefits of interviews Page 9
    • Benefits of interviews 1 of 2Find a quiet spotSet aside ample timeBe well prepared but flexiblePace your questioningAbandon clever tricksBe expansiveDon’t overreactConsider group interviewsThink before you scribbleDon’t tolerate vagueness Page 10
    • Benefits of interviews 2 of 2Test their social skillsDon’t bank on scienceGive them a challengeUse agencies intelligentlyTry a trial runRead between the linesInterpret body language with cautionConsider the online alternativeGive the unfamiliar candidate a chanceSavour the human touch Page 11
    • Objectives of an interview Page 12
    • Objectives of an interviewPredict future job performance and behaviourFocus on aspects of behaviour and performancethat cannot be easily addressed by other methodsSupply information to the candidatePersuade suitable candidates to accept the joboffered and join the organizationCreate goodwill for the organization Page 13
    • Conducting an effective interview Page 14
    • Conducting an effective interviewPrepareWelcomeControlProbeClarifyNoteCloseReview Page 15
    • Behavioural based interviewing Page 16
    • Behavioural based interviewingDefinition“Tell me a time when…”An exampleHow does it work? Page 17
    • Preparation Page 18
    • Preparation 1 of 4WRITING TO THE APPLICANTAddress him or her by name, not Dear SirSpecify the date, time and place of interview witha map plus transport detailsIndicate the purpose of the interview (screening,speculative discussion, final event etc.)Outline the likely duration and the proposedformatInclude the names and job titles of theinterviewers Page 19
    • Preparation 2 of 4WRITING TO THE APPLICANTGive details of other aspects of the proceedings soas not to alarm the applicant (e.g. a medical)State what documents they should bring alongwith themExplain how or whether expenses will be paidAsk applicants to confirm their intention to attendat the stated time and place Page 20
    • Preparation 3 of 4WRITING TO THE APPLICANTClose the letter or email with optimistic orenthusiastic remarks about the interview orprocessProvide a name and job title plus methods bywhich applicants can make contact Page 21
    • Preparation 4 of 4WHAT TO DO IN ADVANCEBase interview questions on a comprehensive,accurate and up-to-date job descriptionAsk questions derived from a meaningful personspecificationRefer to the resume and/or application form topick up any inconsistencies or omissionsGive active consideration to the currentenvironment and to any important business issuesof relevance to the vacant job Page 22
    • Realistic job previews Page 23
    • Realistic job previewsDefinitionBenefits Page 24
    • Person specifications Page 25
    • Person specifications 1 of 2SEVEN POINT PLAN1. Physical make-up2. Attainments3. General intelligence4. Special aptitudes5. Interests6. Disposition7. Circumstances Page 26
    • Person specifications 2 of 2FIVE-FOLD GRADING SYSTEM1. Impact on others2. Acquired qualifications3. Innate abilities4. Motivation5. Adjustment Page 27
    • Interviewing recent immigrants Page 28
    • Interviewing recent immigrants 1 of 2CULTURAL BEHAVIORS THAT CAN LEAD TOMISUNDERSTANDINGSSilence is not a sign of disrespect or a lack ofknowledgeEye contact may be minimalSome immigrant candidates are modest Page 29
    • Interviewing recent immigrants 2 of 2OVERCOMING ISSUESInterviewers should be trained in cross culturalcommunication skillsInvolve more than one interviewer in the process Page 30
    • Question time Page 31
    • Question time 1 of 4QUESTIONS TO AVOID ASKINGHow old are you?Where were you born?Are you married?Do you have a disability?Do you drink alcohol?Have you ever been arrested?Are you affiliated with any organizations? Page 32
    • Question time 2 of 4QUESTIONS TO ASKWhat are the top two motivators that make thisposition interesting to you?Describe the kind of organization you want to workforWhat can you tell me about your background thatisn’t on your resume? Page 33
    • Question time 3 of 4QUESTIONS TO ASKIf you could make an improvement on one keyaspect of your current employer what would thatbe and why?If there’s one reason we shouldn’t hire you, whatwould that be? Page 34
    • Question time 4 of 4TYPES OF QUESTIONHypotheticalBehaviouralStress Page 35
    • Cultural equality when interviewing Page 36
    • Cultural equality when interviewingMake snap judgements at your own perilCreate a “cultural equality friendly” interviewenvironmentDon’t judge a book by its coverBe patientDemonstrate your organization’s commitment tocultural equalityWear a blindfold before choosing the bestcandidate Page 37
    • Tips when interviewing Gen Y applicants Page 38
    • Tips when interviewing Gen Y applicantsTalk purposeSet out a game planSpell it outWelcome ideas Page 39
    • Problems with interviews Page 40
    • Problems with interviews 1 of 2 Expectancy effect Self-fulfilling prophecy effect Primary effect Stereotyping effect Prototyping effect Halo effect Horns effect Contrast effect Negative information bias effect Similar-to-me effect Page 41
    • Problems with interviews 2 of 2 Personal liking effect Information overload effect Fundamental attribution error effect Temporal extension effect Snap judgements Concentration span Ignore the context Stereotyping Mirroring Page 42
    • Job interview faking Page 43
    • Job interview fakingCapacity to fakeWillingness to fakeIntegrity, or lack of it Page 44
    • Improving one’s interview technique Page 45
    • Improving one’s interview technique 1 of 3Remember that the interview is all about thecandidateBegin the interview with casual conversationAsk open-ended questionsAvoid asking leading questionsAsk behavioural-based questions Page 46
    • Improving one’s interview technique 2 of 3INTERVIEWING VERY SENIOR CANDIDATESBe challengingAvoid standard-type questionsHave a lengthy discussion Page 47
    • Improving one’s interview technique 3 of 3INTERVIEWING SENIOR CANDIDATESHave them prepare a 90-day work plan for whatthey would do once taking over the operationalresponsibilitiesAllow a few team members to be involved in theinterviewing process, not specifically to be involvedin the final choice but to test compatibilityGet the board involved with interviewing so thatthey get to know each candidate (if appropriate) Page 48
    • Conclusion & questions Page 49
    • ConclusionSummaryVideosQuestions Page 50