Interviewing Skills for Hiring Managers

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This standalone presentation was originally created in INTE 6710 at the University of Colorado Denver. It has since been modified to better fit the needs and culture of my organization.

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Interviewing Skills for Hiring Managers

  1. 1. Interview skillsyou needto know.
  2. 2. Think candidatesare the only oneswho need toprepare for a jobinterview?
  3. 3. Think candidatesare the only oneswho need toprepare for a jobinterview?
  4. 4. This is your nextteam member.Ensuring you areprepared andinvested will helpyou master thehiring process.
  5. 5. After all,you are representing your branch ordepartment, and STCU.
  6. 6. First impressions mean everything.Not only are you forming a firstimpression about the candidate, they areforming his or her first opinion of you,too.How well you interact with the candidatespeaks to your leadership style, thedepartment and STCU.
  7. 7. So, how do youbest engage in theinterview so youdon’t lose a primecandidate?
  8. 8. Practice these five skills:
  9. 9. Practice these five skills: Prepare
  10. 10. Practice these five skills: Prepare Be involved
  11. 11. Practice these five skills: Prepare Be involved Ask appropriate questions
  12. 12. Practice these five skills: Ask Prepare questions with purpose Be involved Ask appropriate questions
  13. 13. Practice these five skills: Ask Prepare questions with purpose Be aware of Be involved your reactions Ask appropriate questions
  14. 14. Prepare
  15. 15. Always reviewthe application andresume before theinterview.You’re looking forinsight into thecandidate from theinformationpresented.
  16. 16. Look for attention todetail in theirgrammar,punctuation andcapitalization.Did they finish theapplication?
  17. 17. Look for stabilityin their job historyand averagetenure.What were theirreasons forleaving eachposition?Are there lapses inemployment?
  18. 18. Prepare questions related to skills and job-related scenarios which will help youdetermine the candidate’s experience andknowledge.HR will prepare questions that addressbehavior and cultural fit.When combined, these questions will ensureyou find the most qualified candidate.
  19. 19. Coordinate with HRbefore the interviewto discuss logisticssuch as who willstart and end theinterview, whomakes introductionsand who will askquestions.
  20. 20. What does being prepared tell thecandidate about you?
  21. 21. Being prepared for the interviewdemonstrates your respect andappreciation for the candidate’s time.It also establishes what it will be like towork with you day-to-day as theirsupervisor.
  22. 22. Beinvolved
  23. 23. Yes, you!It’s never too early tostart making apersonal connection.This is yourpotential employee,not HR’s. Engagewith the candidate –this is a great time tobegin developingrapport.
  24. 24. You worked hard toprepare yourinterview questions.Don’t discard yourefforts by readingthem straight fromyour notes.
  25. 25. Think of the interview as a conversation.Don’t feel obligated to stick to the questionsyou’ve prepared – listen for clues in thecandidate’s responses which may needadditional follow up.
  26. 26. Why is yourinteraction with thecandidate duringthe interview soimportant?
  27. 27. Your interaction with the candidateduring the interview process is an earlydemonstration of how you will interactwith them on the job – this is a greatopportunity to make them eager to workwith you!
  28. 28. Askappropriatequestions
  29. 29. More specifically –don’t askinappropriatequestions.
  30. 30. What’s inappropriate?Equal Employment OpportunityCommission (EEOC) laws make it illegalfor employers to discriminate against anemployee or potential employee in certainworkplaces.
  31. 31. Stay away from questions about:• age • pregnancy• disability • race or color• medical history or • religion family medical history • sex• national origin
  32. 32. Avoid asking questions addressingorganizations or associations anapplicant may belong to that, if answered,may indicate the applicants:• race • age• sex • religion• national origin • color• disability status • ancestry
  33. 33. These arenon-noteworthytopics.If a candidatevolunteersinformation aboutthemselves that fitsin one of thesetopics, it’s best tomove theconversation on.
  34. 34. What doinappropriatequestions teachcandidates aboutyou and STCU?
  35. 35. Asking questions about a candidate’sfamily, home life or religion are way outof bounds.If you ask questions like this, you areplacing STCU at risk by not followingbasic employment laws.
  36. 36. Askquestionswith a purpose
  37. 37. You typically haveone hour to find outif a candidate will fitin with STCU for thenext five to tenyears.Make the timecount.
  38. 38. Skill related questions revolve aroundthe candidate’s capacity to do the job:their knowledge, skills and ability.
  39. 39. Skill related questions revolve aroundthe candidate’s capacity to do the job:their knowledge, skills and ability.
  40. 40. Behavior related questions ask how anemployee has behaved in the past.Questions can be geared towardsbehaviors that you would or would notlike to see in an employee.
  41. 41. Behavior related questions ask how anemployee has behaved in the past.Questions can be geared towardsbehaviors that you would or would notlike to see in an employee.
  42. 42. Steer clear of cliché interview questions.
  43. 43. Steer clear of cliché interview questions.
  44. 44. Steer clear of cliché interview questions.Get creative.
  45. 45. Steer clear of cliché interview questions.Get creative.
  46. 46. What do unrelatedquestions say toyour candidate?
  47. 47. If your questions aren’t related todetermining the specific needs andqualifications of your position, you riskhiring the wrong person.
  48. 48. Be aware ofyour reactions
  49. 49. Sometimes acandidate’sresponse maycause you to reactwith an...Oh!
  50. 50. Or...Oh?
  51. 51. Listen for cues inthe candidate’sresponses.If something theysaid promptsadditionalquestions, don’t letthose gounanswered.
  52. 52. You’ve only known this person for fortyminutes – give them a chance to clarifyanything that puts you on high alert.Conversely, confirm theiraccomplishments before basking in theirgreatness.
  53. 53. When a responsecatches you off-guard, be preparedwith some follow-upquestions.Try these starters:“Tell me moreabout...”“Describe a situationwhere...”
  54. 54. Don’t let your initialreactionsshut the door on apotentially goodemployee.
  55. 55. Let’s review.To get here:
  56. 56. You need to do this:
  57. 57. You need to do this: Prepare
  58. 58. You need to do this: Prepare Be involved
  59. 59. You need to do this: Prepare Be involved Ask appropriate questions
  60. 60. You need to do this: Ask Prepare questions with purpose Be involved Ask appropriate questions
  61. 61. You need to do this: Ask Prepare questions with purpose Be aware of Be involved your reactions Ask appropriate questions
  62. 62. You need to do this: Ask Prepare questions with purpose Be aware of Be involved your reactions Ask appropriate questions
  63. 63. Images@2012 Jupiterimages CorporationResourcesDeborah S. Hildebrand. (March 20, 2009). What a Job Interview SaysAbout the Employer. In Career Advice. Retrieved April 10, 2012, fromhttp://deborah-s-hildebrand.suite101.com/what-a-job-interview-says-about-the-employer-a103556.Wade A. Mitchell. (September 16, 2002). A bad job interview canreveal what a company is really like. In TechRepublic. Retrieved April10, 2012, from http://www.techrepublic.com/article/a-bad-job-interview-can-reveal-what-a-company-is-really-like/1049480#talkback.Dr. John Sullivan. (March 25, 2011). 20 Reasons Why WeakManagers Never Hire A-level Talent. In ere.net. Retrieved April 10,2012, from http://www.ere.net/2011/03/25/20-reasons-why-weak-managers-never-hire-a-level-talent/.

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