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Interview training presentation
 

Interview training presentation

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Good interviewing is a skill that requires practice and doing it badly can have disastrous results. Over the years I've gathered best practices from people who know a lot more than I do and ...

Good interviewing is a skill that requires practice and doing it badly can have disastrous results. Over the years I've gathered best practices from people who know a lot more than I do and aggregated them into this brief tutorial. Enjoy!

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    Interview training presentation Interview training presentation Presentation Transcript

    • Fundamentals of GreatInterviewingTalent at Technology StartupsFriday, April 19, 13
    • Judging People SucksFriday, April 19, 13People hate it, they suck at it, and they avoid it whenever possible.
    • “I sleep easy not knowing how I’ll makepayroll... I can ask investors for millions ofdollars, no problem… but, hiring peopleterrifies me. It keeps me up at night.”Interview PhobiaFriday, April 19, 13So people resort to tricks, convincing themselves that these will help them make good choices
    • Voodoo Interview QuestionsFriday, April 19, 13Not only does Voodoo hiring not tell you anything about a candidate, answers can be faked
    • Voodoo Interview Questions“What would you do if...”Friday, April 19, 13Not only does Voodoo hiring not tell you anything about a candidate, answers can be faked
    • Voodoo Interview Questions“What would you do if...”“What type of animalare you?”Friday, April 19, 13Not only does Voodoo hiring not tell you anything about a candidate, answers can be faked
    • Voodoo Interview Questions“What would you do if...”“What type of animalare you?”“How many marbles would fit into an Olympic-sizedswimming pool...Friday, April 19, 13Not only does Voodoo hiring not tell you anything about a candidate, answers can be faked
    • Voodoo Interview Questions“What would you do if...”“What type of animalare you?”“How many marbles would fit into an Olympic-sizedswimming pool...in December...Friday, April 19, 13Not only does Voodoo hiring not tell you anything about a candidate, answers can be faked
    • Voodoo Interview Questions“What would you do if...”“What type of animalare you?”“How many marbles would fit into an Olympic-sizedswimming pool...in December...on the moon?”Friday, April 19, 13Not only does Voodoo hiring not tell you anything about a candidate, answers can be faked
    • Or Worse...A bad, or non-existent, interview processThe “Buddy” interview – “She seems like a nice person…”Talking more than listeningRushing interviews because of scheduling conflictsNo criteria for scoring or comparing candidatesFriday, April 19, 13
    • The Cost - Hiring MistakesFriday, April 19, 13I ran out of room...
    • The Cost - Hiring MistakesFriday, April 19, 13I ran out of room...
    • The Cost - Hiring MistakesFriday, April 19, 13I ran out of room...
    • The Cost - Hiring MistakesFriday, April 19, 13I ran out of room...
    • The Cost - Hiring MistakesFriday, April 19, 13I ran out of room...
    • The Cost - Hiring MistakesFriday, April 19, 13I ran out of room...
    • Or Just as BadFriday, April 19, 13The Talent Walks... Nothing turns off a recruit like a bad interview process
    • A Conversation with a PurposeIt’s not about dumb vs. smart or good vs.badThe goal is to understandPatterns, motivations, choices, passions and abilitiesAnd mistakes!Friday, April 19, 13
    • It’s About FitFriday, April 19, 13
    • Your Best Recruiting ToolFriday, April 19, 13Let the candidate look under the hood of your business.
    • ContentsGetting ReadyStructuring Effective InterviewsBehavioral InterviewingNon-discriminatory QuestionsNext StepsFriday, April 19, 13
    • Know What You’re Looking ForFriday, April 19, 13
    • Understand Your Core ValuesFriday, April 19, 13
    • Understand Adaptive Excellence“It is not the strongestof the species thatsurvives, nor the mostintelligent thatsurvives. It is the onethat is the mostadaptable to change.”- Charles DarwinFriday, April 19, 13
    • Know Market CompensationFriday, April 19, 13
    • Create Job Spec and ScorecardBe specific and prioritize desired skillsUnderstand trade-offs you’re willing tomakeYears of experience = proxy for $$Friday, April 19, 13
    • ContentsGetting ReadyStructuring Effective InterviewsBehavioral InterviewingNon-discriminatory QuestionsNext StepsFriday, April 19, 13
    • Choose FormatFriday, April 19, 13- Panel or individual interviews- Who will focus on what qualities- What is the order?
    • Dedicate the TimeFriday, April 19, 13- 90 minutes minimum- Be on time- Be PRESENT - no phone or laptop
    • Stick to a ScheduleIntroductions and Opening 10 minutesCore Assessment 90 minutesCandidate Questions 15 minutesClosing and Next Steps 5 minutesFriday, April 19, 13- Make them comfortable, break the ice- Talking less than 20% of the time- Take lots of notes- Never make promises- Explain the process- Be grateful
    • Be ConsistentFriday, April 19, 13
    • ContentsGetting ReadyStructuring Effective InterviewsBehavioral InterviewingNon-discriminatory QuestionsNext StepsFriday, April 19, 13
    • Behavioral InterviewingPast performance predicts futureperformanceIt’s about pattern recognitionActual, specific experience. Not hypothetical.Requires lots of probingFriday, April 19, 13
    • TopGrading InterviewFor each role over the last 10-15 years...What were you hired to do?What accomplishments are you most proud of?What mistakes did you make, what do you most regret? What did youlearn?Talk about the people, specificsWhy did you leave that job/choose the next one?Friday, April 19, 13
    • Multi-Level ProbingEach answer will require probingAsk the questionUnderstand the context - what are choices, which one was chosen andwhy?What were the results or the outcome of that choice?How did those results compare with Peers, Past, PlanWhat did you learn, or better, do differently the next time based onthose results?Friday, April 19, 13
    • Green FlagsPatterns of choices and behavior thatdemonstrate...They are good at and enjoy the requirements of the jobThey are self-aware and purposeful in their decisionsThey are pulled, not pushed to the next opportunityExperiences demonstrate behavior that matches core valuesHave made mistakes (perhaps a lot) and show conscious learningFriday, April 19, 13
    • Red FlagsPatterns of choices and behavior thatdemonstrate...Unimpressive or suspicious circumstances when changing jobsDoes not make conscious choices based on self-awareness or articulatedprinciples or prioritiesDemonstrates conflict with past colleagues or bosses like youMediocre achievementPatterns reflect behaviors that don’t align with core values or requirements ofthe jobFriday, April 19, 13
    • This is Really HardAnd it takes practiceKnow when to probe - decision pointsCall out patterns when you see themString together dots and identify the lineEmpathize, but get to the truthBe willing to be uncomfortableFriday, April 19, 13
    • ContentsGetting ReadyStructuring Effective InterviewsBehavioral InterviewingNon-discriminatory QuestionsNext StepsFriday, April 19, 13
    • Non-Discriminatory QuestionsIt is important that you ask only questionsthat are legitimately job-related to avoiddiscrimination issuesThink about every question in these terms: “Is this question going toreveal information that is related to the job we are seeking to fill?”Describe the requirements of the job upfront and in the job description– travel, physical requirements, etc.Do not ask questions of one candidate thatyou wouldn’t ask of all candidatesAsking candidates of a specific gender/race/etc. group questions thatyou wouldn’t ask anotherFriday, April 19, 13
    • Ask Questions the Right WayCategory Permissible (if relevant) Don’t AskAge If hired, can you provide proof that you are over 18? • Age/Date of birth• Date of graduationDisability Are you able to perform the essential functions of this job with orwithout accommodation?• Are you disabled?• Nature/severity?• Past medical problems?• Ever filed workers’ comp?• Smoker?• Alcoholic?MilitaryExperienceWhat education, training, experience obtained during militaryservice would assist in performing this job?• General military experience?• Type of discharge?• Type of training?National Origin • Can you provide proof of your eligibility to work in the U.S.?• Can you speak English (if job related)?• Are you a U.S. citizen?• Where were you born?• Nationality of family members?• Maiden name?Race None • What is your race?Religion None. Although you may ask if they can accommodate weekendwork.• What church do you attend?• What holidays do you observe?• Religious affiliation?Sex None • What is your sex?Family Status • Do you have any reason that you could not work theschedule assigned?• Is there any reason you could not meet the travelrequirements?• Are you married?• How does your spouse feel about you traveling?• Do you have any children?Friday, April 19, 13
    • ContentsGetting ReadyStructuring Effective InterviewsBehavioral InterviewingNon-discriminatory QuestionsNext StepsFriday, April 19, 13
    • Next StepsActual interviews are only part of a goodinterviewing processReference checkBackground checkSell the opportunity!Friday, April 19, 13
    • Reference ChecksReference checks are as important as the actualinterviewsTopGrading questions provide for collecting names of former managers andcolleagues. Sets candidate expectation that you will be contacting that personGet at least two of each from the candidateDirect managerPeerDirect report/subordinateMake calls before you’ve decided to make an offerAllow for 45-60 minutes per callExplain role and company thoroughlyIs candidate not willing to provide a thorough list?Friday, April 19, 13
    • Background ChecksOnce you’ve decided to make an offer, doone last thingRelatively inexpensive way to look for any wildcard issuesPoor credit rating, personal bankruptcyCriminal background, prior convictions, outstanding warrantsTypical cost from $75-150 per instanceA word on personality or survey-basedassessments…Not a replacement for a structured, behavioral interview processSometimes a useful, objective tool for validating candidatesThere are lots that address entrepreneurial leanings, none that selectfor entrepreneurial success*Friday, April 19, 13
    • Sell!A+ entrepreneurs don’t want a job (theyusually have one). They want…An opportunity to accelerate their careersIncreased accountability and responsibilityA chance for a big “pay day” through an exitA compelling vision that they can buy intoMore than anything, A+ entrepreneurs wantto be part of something they believe in,beyond earning a paycheckFriday, April 19, 13
    • Friday, April 19, 13