Interviewer training Clearesult - 5-26-11


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How to Conduct the Perfect Interview

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  • Interviewer training Clearesult - 5-26-11

    1. 1. How to Conduct the Perfect Interview<br />John Younger, Founder and CEO,, 415.755.1202<br />May 26, 2011<br />
    2. 2. 2<br />Conducting The Perfect Interview<br />
    3. 3. What We’ll Cover<br />How to:<br /><ul><li>Clarify the need
    4. 4. Prepare for an interview
    5. 5. Construct effective interview questions
    6. 6. Read Resumes
    7. 7. Become aware of your biases
    8. 8. Conduct a highly effective interview
    9. 9. Make informed decisions</li></ul>3<br />
    10. 10. Impact of a Bad Hire<br />Negative effect on customers<br />Detractor for top performers<br />Learning curve productivity loss <br />Increased management time<br />Termination/replacement costs<br />2.5 x salary <br />Division/Company failure<br />4<br />40% to 50% <br />poor performers<br />
    11. 11. Impact of a Great Hire<br />Increased workload<br />Exceed quotas / goals<br />Exceed customer expectations<br />Company morale<br />Attractor for other great hires<br />5<br />1 top performer= 3 average performers<br />
    12. 12. 6<br />Make Quality Hiring Repeatable<br />Prepare<br />Have an agenda<br />Use behavioral-based process<br />Be consistent and follow-up<br />Use silence<br />Get to underlying reasons<br />
    13. 13. Let’s Pick One of Your Jobs<br />7<br />Your<br />Job<br />
    14. 14. Clarifying the Need<br />What’s the pain and what needs to get done by when?<br />How will success be measured quantitatively?<br />What are common attributes of your top performers?<br />Why would the right person want this job?<br />8<br />
    15. 15. Groundwork<br />Develop questions that demonstrate talent needed/wanted<br />Test questions and desired responses against current top performers<br />Decide who’s on the interview team<br />9<br />Start developing behavioral-based interview questions<br />
    16. 16. 10<br />Managing the Interview<br />Have rating system<br />Develop effective interview questions<br />Determine the candidates personal drivers <br />Stay on track <br />Who consistently identifies top performers?<br />
    17. 17. Managing Interview Teams<br />Divide up the areas of exploration<br />11<br />Personality & Cultural Fit<br />Technical Skills<br />Leadership & Management Ability<br />
    18. 18. How to Identify Top Performers<br />Drive<br />Self motivated, loves winning, achieves goals<br />Curiosity<br />Love what they do, intensely curious about field<br />Ethics<br />Honesty, integrity, ability to do the right thing<br />12<br />
    19. 19. Constructing Interviewing Questions<br />“Describe a situation where you…?”<br />“Give a specific example of when…?”<br />“What has been your most difficult…?”<br />“What was your most significant achievement…?”<br />13<br />Try to get to their drive, curiosity and ethics<br />
    20. 20. Core Competency: Understands the _______ process <br />Describe the successes/challenges you encountered in a _________ process? <br />What did you do differently after this experience? <br />14<br />
    21. 21. Core Competency: Willingness to learn <br />Tell me about a time when you had to learn a new skill/technology quickly. <br />How did you accomplish this task? <br />15<br />
    22. 22. Core Competency: Team Fit<br />Describe a team environment that was not a particularly good fit for you and why.<br />What will your biggest critic say about you when we ask?<br />16<br />
    23. 23. Find the Person<br />17<br />Find the Person<br />What’s the pain and what needs to get done by when?<br />How will success be measured quantitatively?<br />What are attributes of your top performers?<br />Why would the right person want this job?<br />
    24. 24. Review Resumes Like a Pro<br />Consistent career growth <br />Gaps in employment <br />Impact to the business <br />Recognition <br />Education <br />Quantifiable accomplishments <br />18<br />
    25. 25. Getting to the Data<br />Interviewer<br />Feel<br />Think<br />Analysis<br />Data<br />19<br />
    26. 26. World<br />Getting to “I”<br />20<br />Candidate<br />Company<br />Department<br />Team<br />I<br />Interviewer<br />
    27. 27. 21<br />Walk through their History<br />“How did you find out about the job?”<br />“What initially attracted you to the job?”<br />“Why did you leave?”<br />
    28. 28. What Not to Ask - Legal Issues<br />22<br />Sex<br />Age<br />Marital Status<br />Sexual Orientation<br />Ethnicity/Race<br />Veteran Status<br />Disability<br />Focus on the essential functions of the job<br />
    29. 29. 23<br />Understand Your Personal Filters<br />Work Experiences<br />Family Influences<br />Ethnocentrisms<br />Stereotypes<br />Temperament<br />Education<br />
    30. 30. Seek Contrary Evidence<br />weak areas<br />24<br />Challenge your assumptions on: <br />strong areas<br />
    31. 31. Role Play<br />"What we have to learn to do, we learn by doing.“<br />Aristotle<br />25<br />
    32. 32. Summary<br />Prepare for an interview <br />Construct effective interview questions<br />Become aware of your biases<br />Conduct highly effective and consistentinterviews<br />26<br />
    33. 33. 27<br />Resources –<br />Accolo Interviewing and Hiring Guide<br />Accolo Employee Referral Campaign Guide<br />Suggested Reading:<br />Hire With Your Head<br />by Lou Adler<br />TopGrading<br />by Bradford Smart, Ph.D.<br />First, Break All the Rules<br />by Marcus Buckingham<br />The Great Game of Business<br />by Jack Stack<br />
    34. 34. Questions?<br />28<br />John Younger, Founder and CEO,, 415.755.1202<br />Glen Glazar, Staffing Manager,, 512.416.5970<br />