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Nine Steps to Making Your Interviewing System World-Class

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Interviews are the most commonly used tool in the majority of hiring and promotion decisions. Therefore, if talent matters to your organization ensure your interviewing system is a critical part to your business processes.
Download DDI’s How-To-Guide to help you change your interviewing system into a strategic advantage.

Published in: Business
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Nine Steps to Making Your Interviewing System World-Class

  1. 1. © Development Dimensions International, Inc., MMXV. All rights reserved. Nine Steps to Making Your Interviewing System World-Class
  2. 2. © Development Dimensions International, Inc., MMXV. All rights reserved. This guidebook will: • Answer the question: Why should you consider changing your interviewing system? • Identify the 9 steps to follow in order to make your interview system world-class. 2
  3. 3. © Development Dimensions International, Inc., MMXV. All rights reserved. Interviews are the most commonly used tool in the majority of hiring and promotion decisions. Does your organization's approach to interviewing need to change? 3
  4. 4. © Development Dimensions International, Inc., MMXV. All rights reserved. Research tells us… 87% of all interviewers are confident they make high quality hiring decisions–they don’t perceive a need to change. DDI (2009): Are You Failing the Interview 4
  5. 5. © Development Dimensions International, Inc., MMXV. All rights reserved. BUT… 46% of all new hires fail, and only 20% achieve unequivocal success. Leadership IQ (2012): The three-year study compiled results after studying 5,247 hiring managers from 312 public, private, business and healthcare organizations. Collectively, these managers hired more than 20,000 employees during the study period. 5
  6. 6. © Development Dimensions International, Inc., MMXV. All rights reserved. AND… The #1 reason for failures is an overreliance on hiring manager evaluations of talent in the interview process. DDI (2012): Global Selection Forecast 6
  7. 7. © Development Dimensions International, Inc., MMXV. All rights reserved. THEREFORE… If talent matters to your organization, you MUST CHANGE your interviewing system into a critical business process that ultimately becomes a strategic advantage. 7
  8. 8. © Development Dimensions International, Inc., MMXV. All rights reserved. BUT, KEEP IN MIND… Making your interviewing system a critical business process represents a dramatic change initiative for most organizations. 8
  9. 9. © Development Dimensions International, Inc., MMXV. All rights reserved. of all change initiatives fail. 70%And… Ken Blanchard (2010): Mastering the Art of Change 9
  10. 10. © Development Dimensions International, Inc., MMXV. All rights reserved. So, how do you successfully change your interviewing system to be world class? 10
  11. 11. © Development Dimensions International, Inc., MMXV. All rights reserved. …follow these 9 steps 11
  12. 12. #1 Identify a program manager to manage the change © Development Dimensions International, Inc., MMXV. All rights reserved.12
  13. 13. © Development Dimensions International, Inc., MMXV. All rights reserved. #1 The program manager: • Designs the interviewing system–including your training approach, training content, delivery options, interview content, and number and length of interviews • Creates a communication strategy that defines the key stakeholders, the information they need to know, how the information will be shared, and the timing • Manages the interviewing system implementation plan • Delivers engaging/fun, cost efficient and effective training • Defines business process metrics to track the system’s impact • Advocates for the system throughout the organization 13
  14. 14. #2 *Success Profiles is a term used to describe the competencies, personal attributes, knowledge, and experience required for an individual to effectively perform a job or role. Contact DDI to learn how you can define Success Profiles for critical jobs or roles in your organization. © Development Dimensions International, Inc., MMXV. All rights reserved.14 Clearly define Success Profiles* for your most critical jobs or roles
  15. 15. © Development Dimensions International, Inc., MMXV. All rights reserved. #2 15 Focus your behavioral interview questions on the Success Profiles for targeted jobs/roles. “Organizations that support their selection processes with thoroughly defined success profiles are more than twice as likely to outperform their competition on quality of hire AND key bottom-line business metrics than those that don’t.” DDI (2012): Global Selection Forecast
  16. 16. #3 16 © Development Dimensions International, Inc., MMXV. All rights reserved. Apply a consistent process to all interviews for all candidates
  17. 17. © Development Dimensions International, Inc., MMXV. All rights reserved. #3 Research tells us a best practice interviewing process includes: • Reviewing candidate materials prior to the interview • Using a structured behavioral approach to open, conduct and close the interview • Evaluating the data using consistently applied guidelines • Conducting a data integration discussion with other interviewers to review data and make decisions • On-boarding new hires 17
  18. 18. #4 18 © Development Dimensions International, Inc., MMXIII. All rights reserved. Make the use of data integration a priority in your interviewing process
  19. 19. © Development Dimensions International, Inc., MMXV. All rights reserved. #4 19 What is data integration? A meeting of all the interviewers for a candidate to discuss the behavioral information gathered across interviews to reach a consensus on interviewing ratings and the final hiring decision. It can be done in-person or remotely. The important point is that it is done. Why is it important? • Dramatically improves quality/accuracy of hiring decisions* • Allows hiring managers to better identify candidates who will be a cultural fit for the organization** • Reinforces best practice interviewing skills & processes*** *DDI: Selection Forecast): 2012; ** Brookdale Senior Living Solutions: Better Interviews to Make Better Hires; *** DDI: A Four Step Learning Journey to Exceptional Interviewing
  20. 20. #5 20 © Development Dimensions International, Inc., MMXV. All rights reserved. Leverage the research—the roadmap to train interviewers to conduct high quality behavioral interviews is very clear
  21. 21. © Development Dimensions International, Inc., MMXV. All rights reserved. #5 21 What does 40 years of research tell us? • Behavioral interviews not only produce the best validity, but also the best candidate experience. • Sharing data with other interviewers in a structured data integration session will improve the accuracy of your interviews by 2-3x. • Interview quality is not about the questions – it is about the skill of the interviewer. • Interviewers lacking interviewer training will fail, and so will their hires. • Training that is not fun and engaging will fail. • Practice makes perfect. Training without skill practice will be ineffective. • Interviewers must be calibrated on how to evaluate data. • Training how to interview for job/organization fit (culture or values fit) significantly impacts the quality of new hires. • Training focused on the candidate experience positively impacts your employment brand, referrals of other qualified candidates, and engagement in new hires.
  22. 22. #6 22 © Development Dimensions International, Inc., MMXV. All rights reserved. Customize your interviewing system to your organization and its unique needs
  23. 23. © Development Dimensions International, Inc., MMXV. All rights reserved. #6 Make your interviewing system unique by customizing your: • Talent acquisition/promotion process– communicate the process during training • Interview guides, including Success Profiles and the related questions to your organization and/or targeted roles for which they are being used • Skill practice training tailored to your organization and/or targeted roles 23
  24. 24. #7 24 Utilize multiple training modalities to meet the different needs of learners © Development Dimensions International, Inc., MMXV. All rights reserved.
  25. 25. © Development Dimensions International, Inc., MMXV. All rights reserved. #7 25 Tailor training to participant needs in order to develop knowledge AND skills by using multiple training modalities: Classroom | Web | Virtual | Mobile Social | Automated Simulations
  26. 26. #8 26 Treat interviewer skill development as a journey rather than an event © Development Dimensions International, Inc., MMXV. All rights reserved.
  27. 27. © Development Dimensions International, Inc., MMXV. All rights reserved. #8 27 The interviewer learning journey should include: • Formal training • Skills application (in actual interviews) • Peer/manager feedback on use of skills during data integration discussions • Skills refreshment post training
  28. 28. #9 28 Measure the impact of your change initiative © Development Dimensions International, Inc., MMXV. All rights reserved.
  29. 29. © Development Dimensions International, Inc., MMXV. All rights reserved. #9 29 Measure results to sustain the program and determine impact by: • Determining the most efficient and accurate way to gather program impact data • Focusing on the most common new hire metrics (quality of hire, time to productivity, turnover and customer satisfaction) • Measuring what matters most to your key stakeholders
  30. 30. © Development Dimensions International, Inc., MMXV. All rights reserved. LET’S RECAP 30
  31. 31. © Development Dimensions International, Inc., MMXV. All rights reserved. Make your interviewing process world class by: 1. Identifying a program manager to manage the change 2. Clearly defining Success Profiles as the foundation for your interviews. 3. Applying a consistent approach to all interviews for all candidates 4. Making the use of data integration a priority in your process 5. Leveraging interviewing research when designing and implementing your interviewing system 6. Building a system that is unique and meets your organization’s specific needs 7. Utilizing multiple training modalities 8. Treating interviewing skill development as a journey not an event 9. Measuring the impact of your change initiative 31
  32. 32. © Development Dimensions International, Inc., MMXV. All rights reserved. Organizations that have taken this approach have realized: • Hiring managers who are 5 times better at identifying the right talent (New York Presbyterian) • A 42% reduction in turnover (Review of 28 separate studies involving Targeted Selection®*) • A 34% increase in customer satisfaction ratings (Delivering Top Talent through Targeted Selection® Interviewing) • A 381% ROI in the Targeted Selection system (A review of seven separate studies involving Targeted Selection®) 32 *Targeted Selection is DDI’s industry leading behavioral interviewing system.
  33. 33. © Development Dimensions International, Inc., MMXV. All rights reserved. Let DDI help you implement a world class behavioral interviewing system • DDI’s Targeted Selection® Interviewing system has been the industry gold standard for behavioral interviewing for over 40 years • Over 11 million interviewers and counting have been trained in Targeted Selection® …make the change and join the group 33
  34. 34. © Development Dimensions International, Inc., MMXV. All rights reserved.34 See Success In Action
  35. 35. © Development Dimensions International, Inc., MMXV. All rights reserved. TO LEARN MORE: Contact your DDI representative, call 1-800-933-4463 , or visit www.ddiworld.com/targetedselection

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