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Hiring the Best Candidate


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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:

Follow-up "simulation" activity can be found at:

Justin Orton
Gloria Rayo
Saralyn Smith

Published in: Education
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Hiring the Best Candidate

  1. 1. Hiring the Best Candidate for the Job Interview and Selection Skills for Managers
  2. 2. 2014 McQuaig Global Talent Recruitment Survey Question: are your hiring managers strong interviewers? (Harcourt, 2014) No 45%
  3. 3. “Retention begins with hiring” (Clement, 2013, p. 102)
  4. 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. 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. 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. 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. 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. 9. • What need do I have to fill this vacancy? • Knowledge, Skills, and Abilities • Cultural fit • Organizational fit
  10. 10. For the position you chose, answer: What am I “really” looking for? Take 5 minutes and discuss with your neighbors
  11. 11. Internal Candidates Promotions Transfers Contractors Temporary Staff Part-time Staff External Candidates Traditional Recruitment
  12. 12. • 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
  13. 13. Use the same process for both internal and external candidates, including: Interview Structure Interview Questions Communications
  14. 14. Conduct structured interviews They are more: Equitable Respectable Acceptable
  15. 15. • What are you really looking for? • Measure – Job knowledge – Cognitive ability – Training – Experience – Expertise – Cultural fit
  16. 16. From Langan (2014) 1. Experience/Background 2. Job Knowledge 3. Situational 4. Behavioral
  17. 17. 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.
  18. 18. 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
  19. 19. 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?
  20. 20. 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?
  21. 21. Stay away from 1. Direct violations of government acts 2. Indirect questions 3. Leading questions 4. Overly open-ended questions
  22. 22. 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
  23. 23. • Indirect question are also illegal and must be avoided • Clement (2013) Haven’t I seen you at my daughter’s rugby games?
  24. 24. Imply there is one correct answer Can limit responses to “Yes/No”
  25. 25. 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!
  26. 26. Conducting the Interview Atmosphere and Approach
  27. 27. Interviewers are responsible for: 1. Interview Climate – Atmosphere – Company Representation 2. Addressing Expectations 3. Nonverbal Communication
  28. 28. First impressions matter! • Show interest in your candidate • Sell the company • Don’t speak ill of your employer • Be positive
  29. 29. You are the company’s ambassador! Organizational culture • Will the candidate integrate well with staff? Prepare ahead of time • Be sure technology and materials used for interview are complete and accurate.
  30. 30. 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
  31. 31. • Innate and can be unintentional • Be conscious • Uses of nonverbal communication – Complement verbal communication – Accent verbal communication – Regulation of conversation – Convey message
  32. 32. Create a comfortable, positive interview environment Be a “company ambassador” but be honest and don’t oversell
  33. 33. REMINDER! Use the same process for both internal and external candidates, including: Interview Structure Interview Questions Communications
  34. 34. • 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)
  35. 35. • 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
  36. 36. • First Impression • Halo/Horn • Central Tendency • Leniency • Contrast • “Similar To Me” • “Must Know” Source: University of North Caroline (2014)
  37. 37. Interviewer, know thyself! Be aware of potential biases Acknowledge but process “gut feelings”
  38. 38. • 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”?
  39. 39. Bidwell, M. (2011). Paying more to get less: The effects of external hiring versus internal mobility. Administrative Science Quarterly 56(3), 369+. doi: 10.1177/0001839211433562. Retrieved from Business Source Premier. Bidwell, M. & Keller, JR. (2014) Within or without? How firms combine internal and external labor markets to fill jobs. Academy of Management Journal 57(4), 1035+. doi 10.5465/amj.2012.0119. Retrieved from Business Source Premier. Blackman, M.C. (2002, Sep). Personality judgment and the utility of the unstructured employment interview. Basic & Applied Social Psychology 24(3), 241+. Retrieved from: 9dee7b836e2c%40sessionmgr4003&vid=0&hid=4202&bdata=JkF1dGhUeXBlPWlwLHVpZCZzaXRlPWVkcy1saXZl#db=aph&AN=7105670 Bradley, L.M. (2006). Perceptions of justice when selecting internal and external job candidates. Personnel Review 35(1), 66+. doi: 10.1108/00483480610636795. Retrieved from ProQuest Psychology Journals. Byrne, A., & Castellano, B. (1996). Hiring managers: promote or scout? Computer Reseller News (697), 201+. Retrieved from 70b4700079ab308c4cf3407 Cable, D.M., & Marr, J.C. (2014). Do interviewers sell themselves short? The effects of selling orientation on interviewers’ judgments [PDF Document]. Academy of Management Journal 57(3), 624+. Retrieved from: https://eds-b-ebscohost- Cashen, L. H., Cheramie, R. A., & Sturman, M. C. (2002, August). How to compare apples to oranges: balancing internal candidates' job- performance data with external candidates' selection-test results. (Human Resources). Cornell Hotel & Restaurant Administration Quarterly 43(4), 27+. Retrieved from 858c640b61058e77db27751 Clement, M. C. (2013). Hiring good colleagues: What you need to know about interviewing new teachers. Clearing House 86(3), 99+. doi:10.1080/00098655.2013.769930 Cottrell, T. (2012). Interviewing efficiencies or interviewing efficiently?. Bottom Line: Managing Library Finances 25(3), 102+. doi:10.1108/08880451211276548
  40. 40. DeSimone, R. L., & Werner, J. M. (2012). Human resource development (6th ed). Mason, OH: South-Western. Engel, D., & Robbins, S. (2009). Telephone Interviewing Practices within Academic Libraries. Journal Of Academic Librarianship, 35(2), 143- 151. Harcourt, K. (2014, July 31). 4 tips to help hiring managers develop interview skills. Talent Talk. Retrieved from tips-to-help-hiring-managers-develop-interview-skills. Keenan, A., & Wedderburn, A. (1975). Effects of the non-verbal behaviour of interviewers on candidates' impressions. Journal Of Occupational Psychology, 48(2), 129+. Kenyon College Office of the Provost. (n.d.) Protocol for Searches with Internal Candidates. Retrieved from candidates/ Langan, S. (2014, Feb 10). Selection planning: maximizing the testing process [PowerPoint]. IPMA Training Course. Lee Flores, M. (2014). How to avoid the most common pitfalls when hiring employees: Nationally and in California. Employee Relations Law Journal, 40(3), 34+. Lewis, C. (1980). Investigating the employment interview: A consideration of counseling skills. Journal Of Occupational Psychology, 53(2), 111+. Sanford, J. (2005). Making Cents Out of the Hiring Process. Strategic Finance 87(6), 41+. Schement, J. R. (2002). Encyclopedia of Communication and Information. New York: Macmillan Reference USA. The Bridgespan Group. (2010). Considering and evaluating internal candidates for senior-level nonprofit positions. Retrieved from University of North Carolina (Dec 2014). Interviewer biases [PDF Document]. Retrieved from:
  41. 41. • Title, comparing candidates, conducting the interview images from • Compare/contrast, Think before you ask!, and best practice slides created with