2. } 46% of all new hires fail within 18 months
} When new hires fail, 89% of the time it is for
attitudinal reasons, not for lack of skill.
From “Hire for Attitude” by Mark Murphy
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3. } Identify the position that needs to be filled
} Make sure the Job Description is accurate for the
position as it currently stands
} Identify the skills and characteristics desirable in
an employee
} Know what you can and cannot legally ask an
applicant
} Prepare for the interview
} Interview and select candidates
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4. How do you currently prepare for an interview?
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5. What makes an interview effective?
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6. What are the biggest benefits of selecting the right
candidate for the job?
In your group, think about a successful hire and an
unsuccessful hire, and what the main benefits and
drawbacks were in each case.
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7. } Remember that the interview is a two-way process
} While the candidate is selling himself to the
company, the interviewer has to sell the company
to the candidate so he will want to come and work
here.
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8. In your groups, list 3-4 selling points of your
company that candidates should know.
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9. Imagine you are seeking to hire a physical-fitness
instructor (as at a local gym).
What skills would you want/expect in a physical
fitness instructor?
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10. With your group, look at the Job Description
provided and make a list of technical and
interpersonal skills you would want in an
employee doing this job.
The skills you identify will be used in developing
interview questions
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11. } It is most important to keep within the
boundaries of legally accepted questions
when interviewing.
} Questions about such subjects as age,
religion, national origin, marital status,
children, physical disability, etc. are not
permitted, and should not be asked of any
candidate.
} Keep your questions to those topics that are
job-related.
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12. } Open ended questions help you obtain the most
information from the candidate.
} Allow for silence
} What are some open-ended questions you could
ask for the fitness instructor position?
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13. } The biggest challenge to any interviewer is to
determine whether the candidate would be a
good fit for the company, not only in terms of
his ability to do the job, but in terms of his
ability to fit in with company culture and your
department.
} Simply asking questions about what the
candidate has done in the past may not get
you this information
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14. } A behavioral question is one that helps to reveal
the candidate’s attitudes and real experience with
whatever you are asking him.
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15. } Example: If self-initiative or self-motivation is
something important in the job you are going to fill:
Tell me a specific time you went above and
beyond what was required in order to get a job
done. What was the result?
} Example: If being able to think independently or
solve problems is important in the job: Tell me
about a time you used your own good judgment
and logic to solve a problem. What was the
problem? What was the result?
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16. In your group, using the list of technical &
interpersonal skills you chose for the job
description provided, develop a short list of
questions both behavioral and informational
that you would ask a prospective candidate.
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17. } Using your “gut reaction” to make your decision
} Choosing someone who reminds you of yourself
(education, hobbies, etc.)
} Being influenced by the Halo Effect (letting one
very positive trait of the candidate make him look
more suitable than he is)
} Letting your first impression (positive or negative)
of the candidate have too much influence on your
decision.
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18. } Do the interview in a comfortable setting where
you won’t be interrupted.
} Keep the interview to one hour or less
} Put the candidate at his ease from the beginning
and keep the tone of the interview positive
} While you are interviewing the candidate and
describing the job, don’t forget the interview is a
two-way process. Remember to “sell” the
company.
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19. } Use the questions you have developed
} Follow up your questions with additional questions
to focus on specifics in the candidate’s response.
Remember that past experience is a strong
indicator of future performance.
} Allow for silence. If the candidate is having trouble
coming up with an answer to your question, give
him some time for thought. Don’t just jump in with
another question. Remember that a candidate
should do most of the talking in an interview.
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20. } You are in charge of the interview. Maintain
control. Encourage someone who speaks to little
to go into more detail. If someone talks too much,
keep him to the point being discussed.
} Be aware of your own body language and the
candidate’s. Remain relaxed, but professional.
} Be aware of your first impressions of the
candidate but don’t rely too heavily on them.
Remember the other interviewing pitfalls.
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21. } Encourage questions from the candidate and
answer them.
} Make notes during the interview. Let the
candidate know from the beginning that you
plan to take notes. Do not rely on your
memory alone, especially if you are
interviewing several candidates. Keep the
notes focused strictly on the topics
discussed. If you are uncomfortable taking
notes during the interview, do it immediately
afterwards.
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22. } Exercise
◦ Which of the points we just covered are easiest to
remember and use during an interview?
◦ Which of the points is the most challenging to remember
and use during an interview?
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23. What did you learn from this workshop? What will
you do differently in the future?
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