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.

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How to conduct effective interviews May 2011

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