Effective Interviewing Techniquesv2


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  • In the 1800’s when a company needed workers, they would put a sign outside the building. If the sign read: “Tall Men Needed”, there would be no reason for you to apply if you didn’t reach the mark on the door. If you owned a mill and needed a man to work with the grinding stones, the interview would consist of your examination of the applicant’s hands. The hand that worked the stones would be rough and would have stone embedded in it. Smooth hands would tell you that the applicant did not know how to do the job.
  • Today, an interview is still in many ways a visual inspection. Although in addition to physical appearance, companies also seek to evaluate a candidate’s intellectual suitability for the job. Specifically the purpose of an interview is to determine:Aptitude: Can they perform and excel at the job? Attitude: Will this person be a fit with the organization’s culture? Adaptability: Will they grow and develop with the company’s business needs?
  • Introduce self and other members of panel, explain position in companyGive overview of the hiring process, describe opportunity“Break the Ice”, establish rapport with the candidateSet guidelines for your discussion
  • Manage the interview for both time and content; listen, summarize, and documentFollow up with clarifying questionsMaintain a balanced interview: The candidate should speak about 70% of the time. Make sure you are getting enough information from them to make an accurate evaluation. If the balance of dialogue is too lopsided either you or the candidate are probably RAMBLING - politely steer the conversation back on track. Allow the candidate the opportunity to ask questions during the interview but not to lead the questioning. Ask open ended questionsUse non-verbal “encouragers”Reflect and paraphrase
  • Ask if candidate has any questions; offer your availability for questions laterSpecify next stepsLeave the candidate with a positive impression
  • Document your conversation and notes immediatelyPrevents memory degradationDetailed documentation protects the interviewer against claims of biasMake notes factual and specificAvoid any personal opinions or biases. Do not make recommendation based on gut feeling or pre-conceived opinion of candidate
  • Effective Interviewing Techniquesv2

    1. 1. Welcome to the Effective Interviewing Course Part I Click to begin… Start …or explore individual sectionsBefore the Interview During the Interview After the Interview 1
    2. 2. IntroductionWhy Interview? 2
    3. 3. IntroductionWhy interview? 3
    4. 4. Topic 1: Before the InterviewSteps involved in preparing for an interview Review • Candidate’s Resume • Job Description • Topics of Conversation Identify • Areas to Probe • Gaps in Resume • Strengths and Weaknesses Prepare • List of Questions Tailor • Interview to Specific Individual 4
    5. 5. Topic 1: Before the InterviewThings to look out for on a Resume • Detailed experience matching skills and role • Demonstrated expertise • Specific examples of successes • Tangible metrics achieved • Tenure and stability • Progression of responsibilities • Continuing education; professional orgs. 5
    6. 6. Topic 1: Before the InterviewThings to look out for on a Resume • Grammatical errors • Poor layout or lack of details • Employment gaps or job hopping • Inflated skill sets • Superfluous verbiage • Generic quality – written by someone else 6
    7. 7. Digging Deeper Effective InterviewingClick to find out Interview Question Types – Quick Reference Guide Question Type Description Examples Verification Questions Use these types of questions to verify • Walk me through your resumemore about types experience and credentials listed on the • How long did you work for this company? Resume. • What were your responsibilities? • When did you complete your first degree? Opinion Questions These are used to obtain a candidate’s view • What are you passionate about? of a certain situation or a choice between • Which is more important, creativity or efficiency? two options. These types of questions help Why?of Interview an interviewer get a feel for a candidate’s • What are the most difficult decisions to make? values and possible reactions in certain • If you were hiring someone for this position, what situations. They are also useful for assessing qualities would you look for? cultural fit within the organization. Analytical Questions Analytical thinking questions are used to • You’ve got someone working for you for seven days test creativity, and problem solving skills. and a gold bar to pay them. The gold bar isQuestions… They usually take the form of riddles, brain segmented into seven connected pieces. You must busters and math and logic questions. They give them a piece of gold at the end of every day. If are a preferred form of interviewing for you are only allowed to break the gold bar twice, companies that value innovation, how do you pay your worker? particularly software companies like Microsoft and Google.…or move on to thenext section 7
    8. 8. Topic 2: During the InterviewThe interviewing process Opening Body Closing 8
    9. 9. Topic 2: During the Interview Opening1. Introductions2. Break the Ice3. Explain hiring process4. Set guidelines 9
    10. 10. Topic 2: During the Interview Body1. Manage time2. Manage content3. Maintain balance 10
    11. 11. Topic 2: During the Interview Closing1. Answer questions2. Specify next steps3. Leave positive impression 11
    12. 12. Digging Deeper Click on one of these options for additional information Following Rating Up Errors…or move on to thenext section 12
    13. 13. Topic 3: After the InterviewGood Practices 1. Document immediately 2. Make notes factual and specific3. Avoid personal opinions and biases 13
    14. 14. SummaryCost of Hiring Wrong 100% - 250% of Terminated Employee = Employee’s Annual Salary!Effective Interviewing minimizes the risk of hiring the wrong employee 14
    15. 15. Exercise – Following upIn my current job, I was responsible Elaborate: Walk me through the steps you took to for making a presentation that prepare for this presentation.helped my company win a $100,000 Tie Down Specifics: What did you actually say or contract. do during the presentation to make the sale?I pay a lot of attention to detail. I will Tie Down Specifics: Can you tell me about the typically find any mistakes that I last time you found a mistake you had overlooked made when I review my work. previously?On my last project, I had to convince the team to use my approach for Clarify: What do you mean you “finally brokeanalyzing some data. It was difficult through”?to convince them, but I finally broke Elaborate: How did you get them to go with you? through. Tie Down Specifics: Can you tell me about theMy leadership strategy is to lead by most recent time you used that strategy? Orexample. I don’t just tell people what to do, I model it for them. Can you tell me about a time when you used that strategy and it was particularly successful? 15