Interviewer training stanford - conducting the perfect interview 1-18-11


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  • 40 to 50% of all hires are poor performers!Q. “Anyone made a bad hire?” – “What is the impact?” <Chat>“Time to rectify a bad hire is far in excess of the time it would take to ensure a great hire.”
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  • Interviewer training stanford - conducting the perfect interview 1-18-11

    1. 1. Conducting the Perfect Interview<br />John Younger, Founder and CEO,, 415.755.1202<br />Mark Grimshaw, Vice President,, 415.755.1227<br />January 18, 2011<br />
    2. 2. 2<br />Conducting The Perfect Interview<br />How to prepare for an interview<br />Constructing effective interview questions<br />Becoming aware of your biases<br />Conducting highly effective interviews<br />Managing team interviewing<br />Making the best hiring decisions<br />
    3. 3. 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 />Company failure<br />3<br />40% to 50% <br />poor performers<br />
    4. 4. 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 />4<br />1 top performer= 3 average performers<br />
    5. 5. 5<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 />
    6. 6. Let’s Pick One of Your Jobs<br />6<br />Your<br />Job<br />
    7. 7. Preparing for the Interview<br />What’s the pain? <br />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 />7<br />Start developing behavioral-based interview questions<br />
    8. 8. 8<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 />
    9. 9. Managing Interview Teams<br />Divide up the areas of exploration<br />9<br />Personality & Cultural Fit<br />Technical Skills<br />Leadership & Management Ability<br />
    10. 10. 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 />10<br />
    11. 11. 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 />11<br />Try to get to their drive, curiosity and ethics<br />
    12. 12. Getting to the Data<br />Interviewer<br />Feel<br />Think<br />Analysis<br />Data<br />12<br />
    13. 13. World<br />Getting to “I”<br />13<br />Candidate<br />Company<br />Department<br />Team<br />I<br />Interviewer<br />
    14. 14. 14<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 />
    15. 15. What Not to Ask - Legal Issues<br />15<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 />
    16. 16. 16<br />Understand Your Personal Filters<br />Work Experiences<br />Family Influences<br />Ethnocentrisms<br />Stereotypes<br />Temperament<br />Education<br />
    17. 17. Seek Contrary Evidence<br />weak areas<br />17<br />Challenge your assumptions on: <br />strong areas<br />
    18. 18. Summary<br />Prepare for an interview <br />Construct effective interview questions<br />Become aware of your biases<br />Conduct highly effective and consistentinterviews<br />18<br />
    19. 19. 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 />19<br />
    20. 20. About Accolo<br />#1 On-demand <br />RPO Provider<br />HRO Today Magazine<br />#1 Place to Work <br />SF Chronicle<br />RPO services launched<br />#1 Fastest Growing Company<br />SF Business Times<br />Top Ten RPO Provider Research and<br />2010<br />#1 On-demand RPO Provider HRO Today Magazine<br />TopOn-demand <br />RPO Provider<br />HRO Today Magazine<br />2000<br />2002<br />2005<br />2006<br />2007<br />2008<br />2009<br />2010<br />#42 of Fastest Growing Companies <br />Inc. 500<br />#1 Place to Work <br /> <br />Accolo founded by CEO<br />#1 RPO Provider<br />HRO World<br />
    21. 21. Process: Ensures Consistency and Repeatability<br />Progressive Recruitment Campaign<br />Review & Adjust<br />Create Recruitment Plan<br />Pre-Interview & Document<br />Hire quality candidate<br />Interview & Make Decisions<br />Profile Job<br />Core Process<br />Applicant Decisioning Performance Reporting EEO Data Capture/Reporting<br />1<br />6<br />5<br />3<br />4<br />2<br />7<br />21<br />
    22. 22. Accolo<br />
    23. 23. Accolo<br />
    24. 24. Accolo<br />
    25. 25. Accolo<br />
    26. 26. Accolo<br />
    27. 27. Accolo – Easy for HR and the Hiring Manager<br />
    28. 28. Accolo – Easy for HR and the Hiring Manager<br />
    29. 29. Accolo – Easy for HR and the Hiring Manager<br />
    30. 30. Accolo – Easy for HR and the Hiring Manager<br />
    31. 31. Accolo – World Class Reporting & Analysis<br />
    32. 32. Questions?<br />John Younger, President & CEO,, 415.755.1202<br />Mark Grimshaw, Vice President,, 415.755.1227<br />32<br />